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					                                            Worcestershire LHC Communications Plan
                                            Enterprise Intelligence System (EIS) Project
                             Programme             Worcs ICT                           DOCUMENT NUMBER
                                                   Programme

                             Sub-Prog/Project      EIS                  National        Org    Prog/Proj   Doc   Seq
                                                                         Prog

                             Proj. Exec.           Ian McCarley
                                                                                       Worcs
                                                                                       LHC
                             Proj. Mgr             Chris Greening

                             Author                Chris Greening     Version No 1.0
                                                    th
                             Version Date          6 June 2005        Status                   Draft




     Enterprise Intelligence System (EIS) Project


                            Communications & Stakeholder
                               Engagement & Action Plan


       Worcestershire Local Health Community




Worcestershire Enterprise Intelligence System (EIS) Project Communications and Stakeholder Engagement Strategy
and Plan
Foreword
This strategy describes how to raise awareness, gain involvement and ultimately commitment to
the Enterprise Intelligence System (EIS) Project by staff working within the local health economy
of Worcestershire. It relies on relevant staff groups within executive management, information
management, contracting / commissioning, finance, primary care, public health and specific
clinical teams (e.g. pathology, radiology, A&E) being identified as implementers and champions
and uses the communication network as a support to its implementation.

Amendment Record
  Issue       Version                Date                   Actioned By                    Description
  Status
 Draft        0.1

Review Dates:             Oct 05            Jan 06            Apr 06

Glossary
Programme-wide terms and abbreviations are defined in the CSC Alliance Glossary. Those
specific to this topic are, expanded below and, where applicable, expanded on their first
occurrence in the text.

    Abbreviation                                              Description
 Worcs-LHC               Worcestershire Local Health Community
 EIS                     Enterprise Intelligence System
 PCT                     Primary Care Trust
 ICT                     Information & Communication Technology
 NPfIT                   National Programme for Information Technology
 CfH                     Connecting for Health
Stakeholder is used as a generic term for all staff working within the Worcestershire Local
Health Economy. Where it includes the general public, it is made clear within the document. It
must be remembered that staff are part of the general public and therefore they are crucial in
disseminating information into the wider community.




Worcestershire Enterprise Intelligence System (EIS) Project Communications and Stakeholder Engagement Strategy
and Plan
Table of Contents
                                                     Section                                                     Page
Section 1 – Executive Summary                                                                                     1
Section 2 – Introduction                                                                                          2
        2.1 – Purpose                                                                                                   2
        2.2 – Aim                                                                                                       2
        2.3 – Scope                                                                                                     2
Section 3 – Objectives of the Strategy                                                                            2
Section 4 – The Strategic Approach                                                                                3
        4.1 – The path to commitment                                                                                    3
        4.2 – The planning approach                                                                                     4
Section 5 – Channels of Communication                                                                             4
Section 6 – Key Messages                                                                                          4
        6.1 – Awareness                                                                                                 4
        6.2 – Involvement                                                                                               4
        6.3 – Commitment                                                                                                5
        6.4 – Production of Materials                                                                                   5
        6.5 – Key Messages                                                                                              5
        6.6 – Key Media for Communication                                                                               6
        6.7- Communication Type Checklist (Detail)                                                                      7
Section 7– Communication Outcomes                                                                                 10
Section 8 – Communications Evaluation Approach                                                                    11
Appendices                                                                                                        12
        Appendix A – NHS Communications Standards                                                                      12
        Appendix B – Risks & Issues                                                                                    13




Worcestershire Enterprise Intelligence System (EIS) Project Communications and Stakeholder Engagement Strategy
and Plan
1. Executive Summary

This strategy outlines a communications & stakeholder engagement strategy for the
Worcestershire Enterprise Intelligence System (EIS) Project. The management of such a project
involving significant change in the manner in which information is generated from the diverse data
sources available in the county will only be achieved if underpinned by effective communications
where timely, clear messages are delivered by appropriate means to the key stakeholders in a
planned and systematic manner.

The objective for communications and stakeholder engagement within this project is to engage all
stakeholders to the degree required by the level to which the EIS Project will affect them. The
appropriate degree of engagement varies according to their role within each part of the project.

Each communication will ensure that stakeholders are aware that the specific deployment is part of
the whole LHC ICT Programme. Communications will be as far as possible relevant to particular
staff groups and will include elements of „what‟s in it for me‟ to ensure ownership of the new
products. In this way, stakeholders will move through the process of awareness to commitment.




Worcestershire Enterprise Intelligence (EIS) System Project Communications and Stakeholder Engagement Strategy and Plan

Page 1
2. Introduction

    2.1 Purpose
    This document describes and defines the Communications & Stakeholder Engagement
    Strategy and Plan for the Enterprise Intelligence System (EIS) Project within Worcestershire
    Local Health Community.

    2.2 Aim
    The aims of the document are to:

        outline the objectives for communication & stakeholder engagement within the project.
        define the communication & stakeholder engagement strategic approach
        define the development of communication and the key messages
        identify the stakeholder groups (target audiences)
        identify the channels of communications for these stakeholders
        define the means of monitoring feedback and evaluating the success of communications
        plan activities.

    2.3 Scope
    This document covers the overall Communications & Stakeholder Engagement Strategy for the
    EIS project within Worcestershire Local Health Community and is based on the county ICT
    Programme communication & stakeholder engagement strategy.

3. Objectives of the Strategy

The Worcestershire ICT Programme is a long term programme linked to both the NPfIT / CfH
deliverables as well as local priorities considered outside the national programme.
The initial reality is that staff may have to face disruption, changes and difficulties without
immediately seeing the benefits. It is, therefore important that the communication of the project
describes and emphasises the benefits the new technology will bring for the long-term
improvement of management of information. However, a key message that must be given in the
early days of the project relates to business continuity and specifically that the HPS contract
system will not be „turned off‟ before migration to the Ardentia system is complete and the
information being produced from the Ardentia product has been fully verified to the satisfaction of
the Project Board.
The key objectives of EIS Communications & Stakeholder Engagement Strategy will be to:
    raise awareness of the EIS project, particularly with reference to the benefits for a range of
      staff via the „What‟s in IT for Me?‟ section.
    ensure that EIS is seen as a service improvement programme that enables the wider
      modernisation of healthcare services.
    ensure communications around the key messages are consistent throughout
      Worcestershire Local Health Community and that stakeholders have clarity around the
      different elements of the EIS project, its implementation and what is required of them.
    ensure that stakeholders are listened to and that they have appropriate channels to
      feedback their ideas and concerns, raise issues, ask questions and find out more
      information.

Worcestershire Enterprise Intelligence (EIS) System Project Communications and Stakeholder Engagement Strategy and Plan

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4. The Strategic Approach

    4.1 The Path to Commitment
    Worcestershire Local Health Community communications & stakeholder engagement will be
    focused on the effective engagement of stakeholders across the LHC. The graph below shows
    the three stages of engagement that differing stakeholder groups will be placed on the curve
    depending on their role and involvement in the EIS project.



                                                          Commitment
         Level of Engagement




                                        Involvement




                               Awareness

                                           Time


    The strategy has three elements aimed at taking stakeholders to the required levels of
    engagement in order to create the conditions for successful implementation of the project.
    These are:
        A GENERAL AWARENESS element which will take stakeholders to a general level of
          awareness of the EIS project
        An INVOLVEMENT element for those affected by the outcomes of the EIS project,
          which will take them further up the curve, from awareness to involvement
        A COMMITMENT element for key stakeholders which will take them to full commitment
          at the top of the curve
    The level of change required will vary for each stakeholder group and also within each group
    dependant on the individual‟s level of involvement. The time needed to move groups through
    the stages of the engagement curve will vary. Communicating the right message at the right
    time to the right people will be critical in ensuring that the required level of programme
    understanding and support is achieved.




Worcestershire Enterprise Intelligence (EIS) System Project Communications and Stakeholder Engagement Strategy and Plan

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    4.2 The Planning Approach
    Based on the guidance provided by the WMS SHA the following high-level actions will be taken
    in the development of the Communications & Stakeholder Engagement Plan:-
         1. Confirm phase-release dates and main project deployment dates (ie Project level
            deliverables)
         2. Develop key messages for (1)
         3. Work with the Project Board and Deployment Teams to develop the key messages for
            the key communication messages.
         4. Implement the plan

5. Developing Communication
There are a number of media which should be employed to implement the Communications
Strategy and Plan. The channels of communication will be determined by availability, practicality,
cost and appropriateness.
As a matter of principle, all communications within the Worcestershire Local Health Community will
comply with and abide by the NHS communications standards (attached at Appendix A).
This strategy and plan is owned by the EIS Project Board.
There is a large amount of information available within the LHC that may impact on the EIS Project
and its own communications. All communications will be quality assured by the Project Board prior
to release.

6. Key Messages
There is a need to ensure that the key objectives of the EIS Project are realised by reinforcing the
objectives through a series of key messages for each of the stages of stakeholder engagement.
In the context of the proposed approach to engagement described above, these key messages can
be expressed as answers to the following questions:

    6.1 Awareness
    General awareness for all Worcestershire Local Health Community staff involved in
    information, financial, contracting / commissioning, public health and some specialist clinical /
    social care management
     What is the EIS?
     Why is it being implemented?
     What does it hope to achieve?
     Who will it affect?
     How is it going to be implemented?
     What are the timescales?
     What will be the benefits?
    6.2 Involvement
    Specific messages for those that are involved in the EIS project:
     What is the new system?
     Why is it being deployed?
     When is it going to happen in our patch?
Worcestershire Enterprise Intelligence (EIS) System Project Communications and Stakeholder Engagement Strategy and Plan

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          How can we prepare?
          Who will be affected?
          What will it mean for those affected?
          Who will responsible for what?
          Are there any risks?
    6.3 Commitment
    Messages to engage the key stakeholders within EIS project:
     Why should I (we) make the project one of our priorities?
     Why should we support the project?
     What is the impact of the project on the organisation e.g. Trusts, PCTs and other
       healthcare / social care organisations?
     How will the project affect the way healthcare / social care is delivered?
     Are there any risks?
     How will it affect me?
    6.4 Production of Materials
          Draft material produced by the project manager with assistance from implementation leads
          Material distributed for comment and QA to Project Board.
          Final draft material distributed by project manager
    6.5 Key Messages
    The table below provides an overview of the key areas to be incorporated into the awareness,
    involvement and commitment themes. These will be tailored according to the audience.

                         EIS Key Messages                        Awareness, Involvement & Commitment Areas
                                                             Reduction of Administration Burden,
         1. Will centralise disparate data sources into
                                                             Supporting Quality of Information
         a single location for effective reporting
                                                             Payment by Results
                                                             Supports other NHS Initiatives& Local Plans,
         2. Will provide a flexible tool for interrogating
                                                             Agenda for Change
         a range of information sources for a range of
                                                             Staff Education, Training & Development,
         information skills
                                                             Payment by Results,
         3. Is phased to assist NPfIT and other local        Phased Implementation,
         deployments in areas historically                   Aligned with Local Priorities & Needs
         experiencing difficulty in accessing
         meaningful data (e.g. mental health)
                                                             Increased efficiency,
                                                             Effectiveness,
         4. Will delivery against national imperatives
                                                             Capacity,
         for which no current solutions exist (e.g. PbR)
                                                             Best / good practice,
                                                             Consistency through standardisation
         5. Will maintain the integrity and                  Information Governance
         confidentiality of information                      Reliability & Robustness,




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    6.6 Key Media for Communications
    All communications are to be branded „Making IT Happen‟ as with the local and national
    programme. This is to ensure everyone associates all communication with the same product.

    Suggested regular communications are below:
    1. Website
            Purpose: To incorporate all materials for the EIS project, including a FAQ section and
             e-mail to post questions to the project manager.
            When: ASAP
    2. Project update newsletters
            Purpose: Rolling update.
            When: As soon as practicable then as and when necessary
    3. Role benefit newsletter
            Summary newssheets outlining the benefits for NHS staff involved.
    4. Generic EIS presentations
            To be considered as part of the project level communications. All communications to
             include generic EIS benefits and role benefits if appropriate.




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    6.7 Communication Type Checklist (Detail)
         Event Type                Audience                Activity                        Key Messages                                    Owner                     Related Events /
          Priority           (Stakeholder Groups)                                                                                      Budget Owner                   Dependencies
                                                                                                                                   Roles & Responsibilities
                                                                                                                                  Roles and responsibilities
 Type = Initial             Sen. Manag‟t            A combination of      EIS objectives                                  Owner = Project Exec.                 1. List of stakeholders
 Awareness Event            Info. Manag‟t           presentations,        Introduction of major stakeholders              Budget Holder = LHC ICT Programme     2. Location booking
                            Commissioning /         demonstrations,       Introduction of Supplier, Ardentia              LHC – organisation & budget           3. Sponsor?
 Priority = 1 (June 05)     Contract Leads          Q&A sessions, incl.   Local priorities                                Suppliers – demonstrations plus
                            Finance (PbR)           awareness of          Initial deployment projects                     donations to budget
                            Leads                   completion of         How stakeholders can get involved
                            Public Health           customer quality
                            Practice Manag‟t        expectation
                            Specialist Clinical     activities.
                            Systems
                            Social Care BSBS
 Type = Initial             Sen. Manag‟t            EIS Project           Intro = General EIS                             Owner = Project Executive             1. List of stakeholders
 Newsletter                 Info. Manag‟t           Newsletter No. 1      Awareness messages:-                            Budget Holder = LHC ICT Programme     if possible
                            Commissioning /         “MakingITHappen in     What is the Project?                          1. Production of local messages –     2. Production to adobe
 Priority = 1 (June 05)     Contract Leads          Worcestershire”        What is being implemented?                    project manager – passed to Project   pdf as well as word for
                            Finance (PbR)                                  What will it achieve?                         Executive for sign off                electronic distribution
                            Leads                                          Who will it affect?                           2. Distributed to Worcs ICT
                            Public Health                                  How is it going to be implemented             Programme organisational leads +
                            Practice Manag‟t                               What are the time-scales                      practice managers
                            Specialist Clinical                           Involvement messages:-
                            Systems                                        Who will be affected?
                            Social Care BSBS
                                                                           Who will be responsible for what?
                                                                           How can I be involved? (incl. local contact
                            Distribution:
                                                                              points) – e-mail p.m. if wish to receive
                            Paper
                                                                              future messages
                            Extranet / Internet
                                                                          Commitment messages:-
                                                                           Why is this a local priority?
                                                                           What are the risks?




Worcestershire Enterprise Intelligence (EIS) System Project Communications and Stakeholder Engagement Strategy and Plan

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         Event Type                Audience               Activity                         Key Messages                                    Owner                      Related Events /
          Priority           (Stakeholder Groups)                                                                                      Budget Owner                    Dependencies
                                                                                                                                   Roles & Responsibilities
                                                                                                                                  Roles and responsibilities
 Type = Role Benefit        Sen. Manag‟t            Based on             Intro = General EIS                              Owner = Project Executive             1. List of stakeholders
 Profiles                   Info. Manag‟t           Newsletter No. 1     Awareness messages:-                             Budget Holder = LHC ICT Programme     2. List of local interest
                            Commissioning /         “Making IT in         What is the project?                           1. Production of local messages –     groups
 Distribution =             Contract Leads          Worcestershire”       What is being implemented specific to my       project manager – passed to Project   3. Production to adobe
 1. Sector / profession     Finance (PbR)                                    responsibility?                              Executive for sign off                pdf as well as word for
 specific meetings          Leads                                         What‟s in IT for me?                           2. Distributed to Worcs ICT           electronic distribution
 2. Web                     Public Health                                 What will be achieve                           Programme organisational leads +
                            Practice Manag‟t                              How is it going to be implemented (incl.       practice managers
                            Specialist Clinical                              local contact points)
 Priority = 2               Systems                                       What are the time-scales – ensure clear
                            Social Care BSBS                                 statement of dependencies where these
                                                                             are long term
                            Distribution:                                Involvement messages:-
                            Paper                                         Who will be affected?
                            Extranet / Internet
                                                                          Who will be responsible for what?
                                                                         Commitment messages:-
                                                                          Why is this a local priority?
 Type = presentation        All                     Include use of       Intro = General EIS                              Owner = Project Executive             1. List of stakeholders
 (general)                                          “Lunchtime Bytes”    Awareness messages:-                             Budget Holder = LHC ICT Programme     2. List of local interest
                                                    mechanism             What is the Project?                           1. Production of local messages –     groups
 Distribution =                                                           What is being implemented?                     project manager – passed to Project
 1. Board meetings (Ad                                                    What does it hope to achieve?                  Executive for sign off
 hoc) – for information                                                   Who will it affect?                            2. Distributed to Worcs ICT
 2. Project Workshop /                                                    How is it going to be implemented              Programme organisational leads +
 Seminars                                                                 What are the time-scales                       practice managers
                                                                         Involvement messages:-
 Priority = 1                                                             Who will be affected?
                                                                          Who will be responsible for what?
                                                                          How can I be involved? (incl. local contact
                                                                             points)
                                                                         Commitment messages:-
                                                                          Why is this a local priority?
                                                                          What are the risks?




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         Event Type                Audience                Activity                        Key Messages                                    Owner                      Related Events /
          Priority           (Stakeholder Groups)                                                                                      Budget Owner                    Dependencies
                                                                                                                                   Roles & Responsibilities
                                                                                                                                  Roles and responsibilities
 Type = presentation        information sectors     Include use of       Intro = General EIS                              Owner = Project Executive             1. List of stakeholders
 (role specific)                                    “Lunchtime Bytes”    Awareness messages:-                             Budget Holder = LHC ICT Programme     2. List of local interest
                                                    mechanism             What is the Project?                           1. Production of local messages –     groups
 Distribution =                                                           What is it being implemented specific to my    project manager – passed to Project
 (2) Sector / profession                                                     responsible area?                            Executive for sign off
 specific meetings                                                        What does it hope to achieve                   2. Distributed to Worcs ICT
                                                                          How is it going to be implemented (incl.       Programme organisational leads +
                                                                             local contact points)                        practice managers
 Priority = 2                                                             What are the time-scales – ensure clear
                                                                             statement of dependencies where these
                                                                             are long term
                                                                         Involvement messages:-
                                                                          Who will be affected?
                                                                          Who will be responsible for what?
                                                                         Commitment messages:-
                                                                          Why is this a local priority

 Type = web based           All                     All material         Range from generic to specific                   Owner = Project Executive
 information                                        produced for each    Broken into:-                                    Budget Holder = LHC ICT Programme
                                                    project will be      General information                              1. Production of local messages –
 Priority = 1                                       placed on the web    Governance                                       project manager
                                                    with a link to the   Strategy
                                                    national website.    Contract
                                                                         Meetings
                                                                         News




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7. Communication Outcomes

The table below identifies the target audiences (stakeholder groups) for communication and
engagement and the state of engagement required for each group. Communications will focus
on these groups; identifying champions, promoting the benefits and providing current and
relevant information to target groups. Communications will be two-way to encourage all NHS
staff at LHC level to ask questions about the programme and to participate in the programme. A
detailed breakdown of the stakeholder groups are shown in appendix C.
The required outcomes of the three elements of the strategy for the defined stakeholder groups
are as follows:

   Target audiences                 Awareness                     Involvement                    Commitment
                               Are aware
All relevant staff within
Worcs-LHC                      Feel informed
                               Understand the “big
                                picture” of LHC
                                Programme & EIS Project
                               Feel reassured
                               Appreciate the need for
                                change
                               Show a positive attitude
                               Are aware                    Are confident that the         Are enthusiastic
Information / Financial /
                               Feel informed                 project will deliver real      Are supportive
Contracting
                               Understand the “big           benefits                       Actively endorse when
                                picture” of LHC              Are aware of local              appropriate
                                Programme & EIS Project       timescales                     Are positive about working
                               Feel reassured               Have realistic                  in different ways
                               Appreciate the need for       expectations of local          Feel actively engaged in
                                change                        benefits                        the Programme
                               Show a positive attitude     Are clear about their role,
                                                              what they have to do, and
                                                              (broadly) when
                                                             Feel a part of the overall
                                                              service transformation
                                                              process
                               Are aware                    Are confident that the         Are enthusiastic
Boards, Heads of Networks
                               Feel informed                 project will deliver real      Are supportive
/ Departments etc.
                               Understand the “big           benefits                       Pro-actively endorse
                                picture” of LHC              Are aware of local              when appropriate
                                Programme & EIS Project       timescales                     Are working in different
                               Feel reassured               Have realistic                  ways where appropriate
                               Appreciate the need for       expectations of local          Are fully engaged
                                change                        benefits                       Are actively leading
                               Show a positive attitude     Are clear about their role,    Have assigned the project
                                                              what they have to do, and       a high priority
                                                              (broadly) when                 Behave as champions
                                                             Feel a part of the overall     Are empowered
                                                              service transformation
                                                              process




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8. Communications Evaluation Approach

During or after the execution of each communication, Worcestershire Local Health Community,
will evaluate the activities undertaken to assess the success of each event, and how far the
stakeholder groups have moved towards the desired objectives. This will enable activities to
focus on those that are proving more effective, giving a temperature check of the acceptance of
the project and an indication of how groups are positively moving through the engagement
curve.

Evaluation feedback mechanisms will be simple to ensure sufficient comments are received in
order to:
   help steer the content of future communications
   capture the needs of the audience
   ensure the information being communicated is being received by the targeted group
   check that the information being communicated is understood by the targeted group
   help identify solutions to problems
   gauge resistance
   ensure expectations are being managed

It is envisaged that evaluation will take place at different levels i.e. Local Health Community,
individual Trusts and PCTs ,and separate locations. This could be undertaken through a number
of routes including:
   telephone or e-mail surveys
   feedback from staff (de-brief events, use of stakeholder analysis, informal and verbal
    feedback etc.)
   actual attendance at events, and numbers of requests for further information
   willingness and enthusiasm for further involvement (number of requests for and formal
    expression of interest in involvement)
   listening groups – these would be established across the LHC to access regular feedback
    on communications in general
   open channels – e.g. generic email and/or intranet contact for people to provide feedback
    and ideas at any time
   use of key stakeholders for feedback through their regular contact with impacted staff

Effective listening will be vital. To be successful, communications must be two-way and
feedback must be processed quickly, professionally and efficiently. It must be recognised that
this activity can become extremely resource hungry.




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Appendix A: NHS Communication Standards
All communications for the National Programme for Information Technology will adhere to the NHS
Communications Standards, which are:
 Open - the reasons for decisions are available, decision makers are accessible and ready to engage
    in dialogue. When information cannot be communicated the reasons for non-disclosure are
    articulated. Questions are anticipated and answered.
   Corporate - communication style and messages reflect a consistent view. Messages articulated
    should be consistent with the values of the organisation they come from and of the NHS as a whole.
   Two-way - systems exist to support communication up and down as well as across organisation
    boundaries.
   Timely - information arrives at a time when it is needed, relevant and able to be interpreted in the
    correct context.
   Clear - messages are communicated in plain English, they are easy to understand and are not open
    to misinterpretation. Written messages are concise, using short sentences and avoiding jargon.
   Targeted - the right messages reach the right audiences, in the right manner, at the right time.
   Credible - messages have real meaning, recipients can trust their content and expect to be advised
    of any change in circumstances that may cause the initial message to be invalidated.
   Planned - communication is planned: a communication plan exists and is regularly contributed to
    and reviewed by senior management. Communication activity is appropriate and contingencies for
    dealing with likely situations specified in advance. Agreed lines to take on a particular issue are
    articulated and adhered to.
   Consistent - messages are delivered in a co-ordinated fashion so that there are no contradictions
    during the time period in which the message is relevant.
   Efficient - the communication and the way it is delivered is “fit for purpose”, cost–effective, to budget
    and delivered on time.
   Integrated - internal and external communication is consistent and mutually supportive.
   Straightforward - communications must not be seen to be “gimmicky” or inappropriate for a public
    sector healthcare organisation.




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Appendix B: Risks and Issues

Risks / Issues                Impact                       Likelihood       Mitigating Action           Responsibility

Timescale for local           Impacted staff and            Unlikely        Ensure that agreed          Project Manager
implementation is             organisations not ready                       deployment timetable is
undefined - too much too      for implementation                            disseminated to all
soon or too little too late                                                 affected parties

Not all communications        Uncoordinated and             Unlikely        Correct channels for        Project Executive
channelled through the        unprofessional image                          approval and co-
correct team – too many       with Incorrect or                             ordination to be clearly
points of contact             confusing messages                            set out and
                                                                            communicated

Language is too               Confusing messages             Likely         Provide style guides and    Project Executive
technical/project             which alienate target                         establish an approvals
management based              audiences                                     process which is clearly
                                                                            understood

Sign off of                   Pace of the project is not    Unlikely        Ensure that long term       Programme Executive
communications is             reflected in the pace of                      generic messaging is
bureaucratic and              the delivery of                               maintained to provide the
cumbersome                    communications                                context for the local
                                                                            delivery of the project
                                                                            and seek clarification of
                                                                            style and content
                                                                            guidelines to speed up
                                                                            the processing of
                                                                            material

Balancing general and         Provides local                Possible        Maintain a source of        Project Manager
specific communications       identification with the                       generic material which
                              project                                       provides the national
                                                                            context with local
                                                                            developments and
                                                                            achievements headlined

Resources do not              Opportunity for co-           Possible        Provide a range of          Project Executive
become available to           ordination and the                            alternative network
participate in                sharing of good practice                      opportunities – such as
communication                 are reduced                                   telephone conferences;
networks/teams                                                              comms newsletter; email
                                                                            network; extranet comms
                                                                            site




Worcestershire Enterprise Intelligence (EIS) System Project Communications and Stakeholder Engagement Strategy and Plan

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