1. Deloitte Consulting LLP Commonwealth of Massachusetts Statewide Strategic IT Consolidation (ITC) Initiative Communications Effectiveness Survey Evaluation November 16, 2009 DRAFT – FOR DISCUSSION PURPOSES ONLY

2. - 2 - Level of Information about Consolidation The majority of respondents are informed about consolidation to some degree.  For those not feeling informed, comments focused on messages being vague or for project parts that didn’t apply to them directly. Feelings about transparency of the project are more divided. Recommendations: 1.Conduct additional town halls and other in person meetings. 2.Provide enhanced information to management so that they may enhance their direct communicate with staff. The majority of respondents receive regular project communications. Now that distribution lists have been created for nearly all secretariats, it is anticipated this number will trend up in the future. Do you feel informed about consolidation? Do you think Consolidation is happening Transparently? How frequently do you receive information?

3. - 3 - How do you receive information? Project communications are reaching the community in a favorable method, email. It appears as though this is not the case with the second most preferred method, in person communications. Lack of in person communications may be resulting in a dependence on the “rumor mill”. Recommendations: 1.Provide more opportunities for constituents to hear information directly. 2.Increase information to CHROs and CFOs so that they can communicate with staff about the program as well. How do you prefer to receive communications? How do you find out information about Consolidation?

4. - 4 - Overall Effectiveness of Communications The response to consolidation communications are primarily neutral to positive.  Results mirror responses for: –How informed people felt about Consolidation –How transparently consolidation is being communicated  Respondents comments focused on: –Communications have shown marked improvement –The need for more specific information –The need for more information about the day to day impacts of consolidation Respondents understand the big picture of consolidation but would like more information about how it impacts their lives and work directly. Recommendations: 1.Conduct more in person meetings with built in question and answer sessions. 2.Provide additional clarity and specificity in communications. 3.Identify additional ways for staff to directly participate in consolidation. In general, how effective have communications been about IT Consolidation? Do you have suggestions for improving communications? Opportunities for Improvement How Effective?

5. - 5 - Use of Communications Tools  Direct communications (those an individual receives) have been more successful than indirect communications tools (those an individual seeks out).  Some tools where under development in parallel with the creation of distribution lists; awareness and understanding of different modes may be mixed as a result.  Especially within secretariats use of intranets, wiki, and mass.gov has never been clearly defined. Use of these tools is inconsistent within secretariats and not well understood by staff within secretariats. Recommendations: 1.Provide additional information about existing modes of communication. 2.Better define approach to existing tools within each secretariat. 3.Secretariat level determination could be made regarding go forward approach to communicating with staff, when not in person. Effectiveness of Tools Which of the following tools have you used?

6. - 6 - Effectiveness of Specific Tools: Email Blast and Wiki Those who receive the blast feel that it is a useful project tool and a dependable source of project information. Recommendations: 1.Continue to release the Blast with more specific information targeted at the impacts on individuals 2.The frequency of release could be reduced so long as the content remained relevant and meaty and the more detailed newsletter continued to exist. Those who use the wiki use it for basic program information, secretariat activities and meeting materials. Those who don’t use the wiki find it is: too complicated, contains material that doesn’t apply to them specifically or are not interested in using it. Recommendations: 1.Move content that is maintained more regularly (e.g. working group materials or Communications Hub) up front to keep the appearance fresh. 2.Clarify the use of wiki as compared to other tools ( vs. intranet, mass.gov). 3.Streamline the number of pages (especially for secretariats that don’t use the wiki as much) Do you receive the Email Blast? Do you use the Consolidation Wiki? Effectiveness of Email Blasts Effectiveness of Wiki Axis title

7. - 7 - Effectiveness of Communications Tools: Other Tools For these other tools, the majority of respondents were unaware of these modes entirely. The use of these tools may be due to the fact they were developed concurrently with distribution lists. Recommendations: 1.Reissue information regarding the use of these tools, and how to access them. 2.Reissue the link to the consolidation video to increase common understanding of consolidation. 3.Provide additional guidance to middle managers about the use of the Hub, especially for in person communications needs. Did you know there was a Video? Recommendations Which feedback tools are you aware of? Did you know there is a Communications Hub?

8. - 8 - Conclusions and Next Steps Tools  Direct communications tools are working and should be continued  Indirect tools need streamlining and additional clarification around their use.  Continue use of successful communications focusing on improving clarity, specificity and applicability to individuals  Issue additional guidance about the availability of tools, available channels Conclusions Next Steps Process  The approach to communications going forward should not be solely driven by electronic tools and instead more focused on direct, in-person communication.  Additional work should be driven to enhance use of tools and process by leaders at the agency and middle management level.  Facilitate decisions within each secretariat clarifying the approach to communications within each secretariat.  Make changes to ITC approach in response to secretariat decisions.

9. Copyright © 2009 Deloitte Development LLC. All rights reserved.