Communication Plan

Raul Perez
AET 560
October 28,
2015
Dr. Raye L.
White

AGENDA
How
The

to launch the communication plan

technology needed to accomplish the plan

How

to test its effectiveness and the impact of

managements response to the organizational change

How

to generate feedback for continuous improvement

How

to address negative responses or communications

about the change

How

your communication plan can affect organizational

change

Communication Plan
Launch
Inform

Conne
ct

Engag
e

Equip

Note. Adapted from "Doa.nc.gov" (2011) website Retrieved from

http://www.doa.nc.gov/procurement/documents/reports/changemanagementcommunicationsplan_2011.pdf

Technology Needed
(Channel)
Memo
Email
Website
Press Release
Video
Local Magazine
Billboards
Community

Events

Measuring Change
Literature Review
Document where and how evidence on
operations, tactics and problem solving are
integrated (who, what, when, where and why)
Document specific adult learning techniques
used
Pre and post surveys of Field Training Officer
(FTO) supervisors and instructors on content
and delivery
Pre and post survey of FTOs to assess
changes in understanding of operations,
tactics and problem solving as effective
strategies for crime and disorder reduction
Meeting note analysis
Monthly check-ins with FTOs, supervisors,
instructors, and PD managers and leaders to

Feedback
Feedback will be collected through:
Inbox - A single program mailbox
administered
by the Communications Team where questions
and comments can be submitted and answered
by the Change team members based on content of
feedback

Target Audience
Receive Message

Email

Communicate The
Message

Communicator

Feedback- provided through Q&As

or both formal and informal responses received from
employees. These should be forwarded to the
Communications Team in order to update relevant
messages/materials

Feedback Solicited:
Email
FAQs Process
Communicator
Feedback
Readiness
Assessment

Readiness

Assessment- Enables program

leadership to understand where target audiences
are on the commitment curve and prompts
leadership to take actions to mitigate any concerns

FAQs

-The use of Frequently Asked Questions will

help in understanding key areas of concern as the
program is implemented

Create an Updated
Message

Knowledge/Gaps Are
Assessed

Addressing Negative
Responses

Note. Adapted from "Doa.nc.gov" (2011) website Retrieved from

http://www.doa.nc.gov/procurement/documents/reports/changemanagementcommunicationsplan_2011.pdf

Communication Plans
Effects
Who

How

Inform stakeholders outside the change

function as applicableabout the
organizational, process, and technology
changes and provide details about the
impact to them and/or gain buy-in on scope,
timeline, and expected outcomes
("Doa.nc.gov", 2011)

Employees

Inform internal stakeholders of organization

and system/process changes, communicate
timelines, and provide training and change
support ("Doa.nc.gov", 2011).

Leadership

Provide status updates and project

scorecards /progress to executives and
committees ("Doa.nc.gov", 2011).

Request assistance in removing barriers to

change ("Doa.nc.gov", 2011).

Set a common vision and context for the

project; communicate progress and
objectives to manage key areas, e.g., issues,
risks, change control ("Doa.nc.gov", 2011)

External
Local Government Agencies

Project Team

Questions

Reference

DOA.NC.GOV. (2011). Retrieved from

http://www.doa.nc.gov/procurement/documents/reports/cha
ngema nagementcommunicationsplan_2011.pdf

Melcrum. (2015). Retrieved from

https://www.melcrum.com/research/strategy-planningtacticsintranets-digital-social-media/choosing-rightcommunication