1. CARE Tajikistan Communication
General Overview and Templates
October 2006

2. Outline Communication Objectives Current Situation Audience Groups
Communication Guidelines
Feedback Measurement
Proposed Actions Going Forward
Stakeholder (Audience) Analysis
Communication Plan
Communication Calendar
Appendix
Lessons Learned
Communications Goals and Levels of Acceptance
Stakeholder Understanding Levels (TBC)
Communication Channel Matrix (TBC)
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3. Communication Objectives
The purpose of communications in any change programme is to build sufficient support for the changes that are envisaged as part of the change programme to allow these changes to actually take place successfully
Ensure clear, timely and effective communication
Support the overall transition effort for Care Tajikistan
Background, reasons, options
supporting strategic business initiatives
a fair and transparent process
maintaining program quality
move towards the new strategic direction
Support the successful transition to and implementation of a new structure (in phases)
transparent process
clear process
clear criteria
timelines
impact on organisation / individual
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4. Communication – Current Situation
Challenges
Recommended Activities
Benefits
Lack of understanding about current situation and options for CARE Tajikistan
Organisation and staff unsettled due to rumours and key people leaving organisation
Lack of motivation of team to perform in new roles (likely to happen in new structure)
Retention of key staff
Increase communication (utilizing existing forums)
Leadership teams to lead and inspire a positive culture
Ensure transparency across all processes (especially for re-structuring process, selection criteria and timing)
Conduct a Stakeholder Analysis to determine current awareness levels (including external audiences)
Develop Communication Plan
Develop Communication Calendar
Assign Responsibilities
Align and incorporate into existing communication methods
Motivated staff
Increased Staff retention
Maintains respect for people and individuals
Transparent organisation
Effective organisational transition
Reduced confusion and disappointment
Key Focus Areas
Re-structure
Key people leaving organisation
Dependencies
Decision on Tajikistan option for future model
New organizational Structure developed
Tools & Resources
CARE Communication Guides / standards
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5. Audience Groups Internal Global and Regional External
Core Team
Senior Management Team
Program Support Staff
Program Staff
Other?
Global and Regional
External
Government Ministry
Each of these primary audience categories includes many subgroups
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6. Communication Guidelines
All communication is managed through the Communication Plan.
Communication will be open, honest and two-way.
Communication will always be delivered as soon as is practicable to stop any rumours.
Communication will be conducted on a regular basis.
Messages will be customised to meet the needs of the audience groups.
Leverage existing communication methods.
To ensure information effectively reaches targeted stakeholders, it is important that they be conveyed through a variety of channels.
Feedback will be generated and evaluated in order to monitor, check and improve communications.
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7. Feedback and Measuring Effectiveness
Feedback is key to ensuring the ongoing effectiveness of the communication. Feedback will focus on finding the answers to a series of questions, for example, whether people:
understand what is going to happen;
understand why the changes are happening;
are looking forward to the future;
are nervous about the future;
feel they have had a chance to voice their opinions;
feel their questions have been answered;
believe in the changes/are committed to the changes;
we will also need to determine whether people feel our communicators are doing a credible job.
Examples: Comment box, Focus Groups, Q&A Meetings, Surveys
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8. Stakeholder (Audience) Analysis
A Stakeholder (Audience) Analysis is designed to identify and assess all significant individuals or groups who will be affected by the change.
You may want to define your stakeholders communication goals (refer to Communication goals in hints and tips section) based on the following outcomes:
Awareness
Understanding
Acceptance
Commitment
For each of these steps, different actions will need to take place at different timeframes.
The Stakeholder Analysis Template on the following slide consists of 6 categories. There are also descriptions of each category to help you fill them in with the appropriate content.
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9. Proposed Actions Going Forward
Define Communication Needs
The foundation for efficient communication relies on completing the following three tasks. They are to be completed in the following order:
Stakeholder / Audience Analysis
Communication Plan
Communication Calendar
Templates and examples for each of these tasks are provided in the following slides.
For each task above, a validation with the Country Director will be needed. It will also be necessary to define ahead of time what is expected to be done by whom within the organization.
Develop & Deliver Communication
As soon as the above three tasks are achieved, you are ready to develop and deliver your specific communication.
Develop key messages and other content.
Manage Your Plan
Managing your Communication Plan on an on-going basis is critical to ensure the success of your communication.
Determine ownership and responsibility for this task.
**Each template feeds into the next so it is important that they are completed in the above order. For instance, the Stakeholder Analysis Template with help you develop the Communication Plan, which will then help you create the Communication Calendar.
© 2006 Accenture. All rights reserved.

10. Stakeholder Analysis Template
Stakeholder (Audience)
“Standing” To day
Desired “Standing” in the Future
Resistance / Barriers
How you plan to Address
Comments
A stakeholder refers to a broad range of people who have an interest in the outcome of initiative or who have the ability to influence the outcome of the initiative (either positively or negatively). These are people who are likely to be impacted by the change
Have the ability to prevent/slow down the initiative. Their support will encourage the support of others.
This is the Stakeholders current acceptance of the change.
Awareness
Understanding
Acceptance
Commitment
This is the desired acceptance of the change the stakeholder should have on the day of “go-live” or impact.
This is any foreseen opposition or barriers that the Stakeholder may present (e.g. lack of technical understanding, language barrier, or personnel likely to resist because of unsuccessful implementations in the past etc.).
This how you plan to address resistance from the stakeholder. This can include key messages, tone of the message, delivery method, etc (e.g. series of training seminars to bring personnel up to speed, highlight the benefits and the differences of the change).
This is comments around anything relevant to consider for this stakeholder or planned activity.
Accountant
Finance Manager and HR Manager to meet with Finance Group to present benefits, business case, cost structure, and address concerns.
Investigate possibility of global support in terms of communication materials on benefits
SAMPLE ANALYSIS
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11. Communication Plan
A Communication Plan is intended to outline in detail how the communication strategy will be implemented. It defines the messages, delivery methods, audiences, timeframes, and the methods/channels for delivery.
Determining this kind of information involves a lot of initial analysis to derive messages for each audience that are meaningful, timely, effective, and complete. (Refer to Lessons Learned in Appx).
Taking the time to create a detailed and well thought out Communication Plan will help in facilitating a successful change implementation.
The Communication Plan Template on the following slide consists of 7 categories. There are also descriptions of each category to help you fill them in with the appropriate content.
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12. Communication Plan Template
Purpose
Stakeholder
(Audience)
Content
Delivery Method
Schedule /Timing
Owner
Developer
This is the overall purpose of the communication. What are you trying to achieve? What is the end goal? (E.g. for staff to have full understanding of re-structure, understanding of new policy etc.) This is the most important driver of your Communication Plan
This is the list of stakeholders you defined on the Stakeholder Analysis Template
This is the material or subject matter that should be included in your communication.
This is the vehicle or channel or method you intend to use to convey the intended communication. (E.g. , meeting, site visit, etc.)
This is the frequency and timing of the particular communication. This can be general or specific (e.g. As needed, 1st of every month, weekly, once, July 14, etc.)
This is the individual(s) responsible for delivering the specific communication (e.g. Country Director, HR Lead, Finance Manage, So Director etc.)
This is the individual(s) responsible for creating the specific communication (e.g. Human Resources, CARE Atlanta, Kuito Director or a name of a person etc.)
Ensure common direction
Generate/keep high enthusiasm
Inform of major changes,
Share status
Address/resolve issues / questions
Drives
SMT
Government
Direction, changes
•• Team results
Progress overview
• Training Opportunities
Monthly update
• Information lunches
• Website
• Communication
meeting
• Group events, celebrations
Once per month
Once per week
After each SMT
As Needed
On the 3rd of each month
Etc..
Country Director
Program Co-ordinator
Admin Lead HR
Program Coordinator
SO Director
Finance Function
SAMPLE COMMUNICATION
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13. Communication Calendar
The Communication Calendar is intended to visually represent the communication deliverables listed in the Communication Plan.
This calendar represents a summarized snapshot of the actions you need to take to ensure communication tasks are taking place on a regular basis.
This is a great way to view your plan as a whole and drive your communications.
The Communication Calendar Template on the following slide consists of a calendar in Excel.
The general approach is to plan communication counting back a number of months / weeks prior to the change or impact.
A number of categories can be listed in the left hand column and in this example internal/external is used but other suggestions include Country office / Sub Office etc.
The Communication Calendar can also be used to list all the regular events (including status reports, staff meetings etc.) that takes place on a day to day basis as part of business as usual.
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14. Communication Calendar Template
SAMPLE PLAN
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15. Appendix Lessons Learned Communications Goals and Levels of Acceptance
Stakeholder Understanding Levels (TBC)
Communication Channel Matrix (TBC)
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16. Lessons Learned
Communication events do not happen by themselves. They need to be planned in a structured way and need to be managed on a constant basis as any other activity.
Define precisely who your audience is. This is not only “one” category. Differentiate your people by their current and future roles as well as the level of impact.
Clearly state your intention for each stakeholder group: what do you want to achieve? To change the way they operate today? To only be informed about the change?
Define your success criteria early on: how will you know that people have bought in and are happy with the planned activities?
Use multiple communication tools to deliver the same message: some people prefer visuals, others prefer to read or to listen. Try to combine multiple methods when you communicate.
© 2006 Accenture. All rights reserved.

17. Communications Goals and Levels of Acceptance
You may want to define your stakeholders communication goals based on the following outcomes:
Awareness
Understanding
Acceptance
Commitment
For each of these steps, different actions will need to take place at different timeframes
Awareness
Commitment
Acceptance
Understanding
Stakeholders can explain the impact of the change on them and on their organization.
Stakeholders have a positive attitude toward the change and of the changes that will personally affect them. They are prepared and willing to “give it a try.”
Stakeholders will champion the changes associated with the change to their peers and will do everything in their power to make it work and deliver the expected benefits in their organization.
Time
Stakeholders know that change is imminent. They do not know yet what will be the benefits coming from the change.
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18. Stakeholder Understanding Levels
TBC as part of the global report.
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19. Communication Channel Matrix
TBC as part of the global report.
© 2006 Accenture. All rights reserved.