Simplified Administrative Services Project

1. Simplified Administrative Services Project Communications and Stakeholder Enrollment Training October 6 & 8, 1998

2. We appreciate your involvement in today’s session.

3. We will use an issues “parking lot” throughout our training.

4. Our purpose for bringing you together this afternoon is to... • Provide information about the Simplified Administrative Services Project, focusing on MARS Implementation • Ensure that every agency is provided with tools to help organize their communications strategies • Provide a roadmap for getting information from the central project team to you for distribution to affected employees

5. Why are we focusing on MARS? LiveOperations* Old System Closeout KAPS Roll-Out End User Training BIP Level of Effort & Change Prime Vendor Budget Preparation Next Biennium Pro Card Usage Agency Roll-OutActivities Best Value Procurement MARS Warehouse Optimization Testing Configuration Custom Development January1998 July1998 July1999 January1999 January2000 Time Line * Budget * Accounting * Workflow * Materials Mgmt. * Ad Hoc Reporting

6. How will our afternoon be structured? We will focus on 3 activities critical to effective communications planning. Identifying Administrative Services Stakeholders Creating and Implementing a Communications Plan Conducting a Communications Audit Module 1 Module 2 Module 3 We will consider these activities in the context of Simplified Administrative Services, though you may find them instructive for any significant change initiative.

7. Our goal today is to help you... • Understand the timing and scope of the Simplified Administrative Services Project • Understand how to identify and analyze stakeholders in your agency • Know how to conduct a communications audit in your agency • Understand how to construct a communications plan for your agency • Launch your agency’s communications planning process • Know whom to call with questions and issues

8. What expectations do you have for the day?

9. Design and conduct communications training Provide templates and tools to agency communications staff Prepare communication updates for use by agency contacts Conduct periodic feedback sessions with agency communication contacts Serve as a reference point for agency questions and concerns Assist agencies with communications “troubleshooting,” as needed Participate in training offerings; alert central resources to training needs Spearhead efforts to develop agency-specific communications plans Adapt materials for maximum agency impact; create additional mechanisms, as needed Encourage 2-way interaction between stakeholders and communications team members Assist agency with efforts to anticipate and respond to stakeholder needs Conduct periodic feedback sessions with agency staff How do central and agency resource roles compare? Central Resources Agency Resources

10. Special challenges to the Simplified Administrative Services Project • Translating redesign into day-to-day policies, procedures, actions and words • Winning the trust of those who will be affected by change initiatives • Dealing with some “ambiguity” during the system development phase • Keeping moving to maintain momentum and to meet aggressive deadlines

11. You can help us to meet these challenges, by... • Taking “ownership” of Simplified Administrative Services-related communications for your Agency Implementation Team • Keeping your Agency Implementation Team advised as stakeholders are identified • Sharing employee perceptions about MARS, BIP’s, and related organizational changes with the Central Team • Working with the Central Team as a creative, proactive communicator and problem-solver!

12. Commonwealth of Kentucky MARS Management Administrative Reporting System MARS

13. Management Administrative Reporting System What is “MARS”? “MARS” is an acronym for the Management Administrative Reporting System

14. Benefits expected as a result of MARS include: Several MARS benefits will be afforded a wide audience, while other more “specific” gains will correspond to specific business functions. Broad benefits afforded the Commonwealth will include the: • Enhanced service delivery to customers and citizens through the automation of certain manual processes; • Enhanced management decision support capabilities; and • Creation of a strong position for the Commonwealth to utilize emerging technologies, such as electronic commerce.

15. Procurement Accounts payable Cash receipts Accounts receivable Intra-governmental transactions Budget preparation Management reporting\decision support These benefits will extend to numerous business functions.

16. MARS is an Enterprise-Wide System that will: • Reduce Duplicate Data Entry • Reduce Reconciliation Between Systems • Require Fewer Systems to Maintain • Require More Reliance on the Vendor to Maintain Software • Reduce the Number of Custom Interfaces to Maintain

17. Significant factors of MARS include: • Replaces STARS & KAPS • Workgroup orientation • Will incorporate Web technology • Comprehensive audit trails • Comprehensive security • Performance Measurement • Graphical User Environment

18. The MARS Development and Implementation Team includes:

19. How is the MARS system being created? American Management Systems (AMS) is the selected software provider. • AMS is working closely with the Commonwealth staff to customize and integrate existing software products for a cohesive “MARS” application that meets the Commonwealth’s business needs • AMS is the leading software vendor for State and large Local Governments • 20 States currently use AMS software, including Missouri, Illinois, Utah, and Massachusetts

20. The MARS Software • Advantage - Financial Management • Procurement Desktop - Procurement • BRASS - Budgeting • Management Reporting Database • Travel Management Systems MARS software is an integrated package consisting of

21. General Ledger Revenue Accounting/Accounts Receivable Encumbrance/Expendi-ture Accounting Accounts Payable/Cash Disbursements Budgeting Inventory Control Project Billing, Accounting and Budgeting Cash Management Cost Accounting/ Allocation/Job Cost Allocation Grant/Federal Aid Management/Federal Highway Billing Fixed Assets Overview - Financial Management ADVANTAGE

22. Overview - Procurement Procurement Desktop • Solicitation, contract preparation & contract management • Requisition entry, account code validation, & PO printing • Approval processing & receiving • Non-catalog purchases • Reference library & electronic catalog • Commonwealth-wide profiles by entity, supplier, commodity & project • Milestone planning & tracking

23. Overview - Budgeting BRASS • Supports each phase: Formulation, review, publishing, and monitoring • Audit trail of changes • “What-if” analysis & modeling • Salary & benefit forecasting • Flexible budget entry forms and budget views • Crosstab data • Data consolidation

24. Overview -Reporting Reporting Database • Standard reporting • Flexible inquiry, ad-hoc reports • Needs of State agency/dept. users and Legislature are priorities for 7/1/99 implementation • Reports/queries designed for analysts, management, executives, and casual users • Facilitates viewing, distribution, archiving

25. Travel Management System Travel • WEB Based Authorization and Reimbursement request • Transportation Motor Pool reservations • Create and store travel budget • Edit for KY specific policy • Workflow routing • Electronic Funds Transfer

26. MARS Implementation Schedule 1/98 1/99 6/99 1/00 6/98 Project Planning Project Plan Analysis Design, Configuration, Development System and Acceptance Testing Training Software Ready Central Agency Implementation Policies and Procedures Documentation Conversion Cutover Agency Implementation MARS Implementation Post Implementation Support

27. Agency Implementation Plan Steps 9/98-7/99 • Agency Liaison Support & Transition Management • Develop & Maintain Agency Implementation Notebook & Checklists • Agency System Implementation Planning • Agency Data Prep, Setup, & Loading • Hardware, Software, Netware Prep & Certification

28. Agency Liaison Support & Transition Management • October 1998 - July 1999 • Cross-agency Project Management • Information Clearinghouse • Model Agency Implementation Workplan • Activities Coordination • Related Agency Briefings - as needed

29. Agency Implementation Notebook & Checklists 9/98-7/99 • Agency Implementation Notebook • Directs model agency implementation • Contains sections for inclusion of agency-specific materials • Will be released in 2 versions • version 1 - 9/98-11/98 • version 2 - 11/98-2/99 • Checklists • Act as the key agency implementation tracking tool • Will be developed for model agency implementation -- agencies will customize as needed

30. Agency System Implementation Planning Model Agency Implementation Workplan • November 1998 - May 1999 • Agency System Usage Analysis • Agency Custom Policies & Procedures • Agency Custom Training • Agency Conversion • Agency Interfaces - Other • Agency-specific Reporting • Agency Security & Audit • Agency-specific System Enhancements • Agency Acceptance Test • Agency Cutover Readiness Checklist • Agency Communication Plan • Agency Workforce Transition Plan Agency-Specific Workplans

31. Agency Data Prep, Setup, & Loading 1/99-6/99 Consists of setup in the following categories: • Security • Chart of Accounts • Budget & Cash Control • Agency Crosswalks • Cost Allocation • Grants • Projects • Project Billing • Fixed Assets • Inventory • Vendor • Commodity • Procurement, Other • Travel • Workflow

32. HW, SW, NW Preparation & Certification • Upgrade Planning - 10/98-1/99 • Acquisition & Readiness - 10/98-3/99 • Certification Program - 3/99-6/99

33. Questions?

34. Module 1 IDENTIFYING and ANALYZING YOUR AGENCY’S STAKEHOLDERS

35. This module is designed to... • Explore the role of your agency’s Simplified Administrative Services stakeholders • Explain a process by which you will be able to identify and analyze your agency’s stakeholders • Provide the tools and templates to support this process

36. Why take a closer look at stakeholder groups? Stakeholders will play a big role in determining the ultimate success -- or failure -- of the Simplified Administrative Services Project. By definition, stakeholders may be described as those persons or groups of persons who are: 1.) impacted by the implementation of Simplified Administrative Services initiatives, and/or 2.) have a vested interest in the outcome of these initiatives.

37. Simplified Administrative Services Implemented Internalized Institutionalized Successful implementation, adoption Positive reinforcements, rewards Stage of Enrollment Advocacy & Ownership Participation in teams, focus groups, reviews Invest resources and personal time, lead others Commitment and Action Focused discussions, workshops Positive personal perception and disposition toward change Support & Buy-in Comprehension of nature, reasons and intent of the change One-on-one communications, dept./staff meetings, education Understanding Awareness that change will take place and how it will affect them Printed publications, newsletters, voice-mail, informational meetings Awareness Common Mechanisms Desired Outcome Early in Implementation How will a stakeholder focus help us in implementing Administrative Services?

38. Identify Analyze Action Planning Map Four primary activities, or “steps,” underscore a stakeholder focus. Addressing stakeholder concerns is an ongoing process.

39. Step 1 (part 1): Identify Administrative Services stakeholders inside of your agency. Resource Information Available Data reflecting your agency’s Administrative Services structure and functions AIL Agency Administrative Services Index Overview of the departments, divisions, and branches in which Administrative Services are performed Administrative Services Activities Dictionary List and definition of Administrative Services activities Description of the scope of Administrative Services initiatives “Basic Definitions”

40. Step 1 (part 2): Identify Administrative Services stakeholders outside of your agency. • Think about those individuals or groups -- suppliers, customers, and/or constituents, for example -- outside of your agency whom the Administrative Services Project will either involve or impact. • Take a look at your rolodex; are there external persons or groups who perform Administrative Services functions for your agency? • Include the names of these individuals with those received from your Agency Implementation Lead.

41. Stakeholder Analysis - Template Step 2: Analyze your agency’s stakeholder groups. Agency_Commun.xls; Stake_Analysis Worksheet

42. Step 2 (part 1): Complete descriptive information. • Insert the names of each of your agency’s stakeholders -- internal and external -- into column “A.” • Enter a description of each group. • Questions to consider include: • What does this group know about EMPOWER Kentucky? • Have any members of this group been involved in EMPOWER? • What does this group know about the EMPOWER Kentucky Administrative Services Project? • Are any of your agency’s employees assigned to the Administrative Services project? If so, is this group aware of such participation?

43. Step 2 (part 1 continued) • Questions to consider include: • What prior communication has this group received from EMPOWER Kentucky? Through the Communique? • What are the rumors circulating among this group? • What prior communication has this group received regarding the Administrative Services project? From agency leaders? From the Administrative Services Team? • Does this group have access the Administrative Services web page information? Do they use it?

44. Step 2 (part 3): Identify and assess anticipated impact areas. • Indicate which project area(s) could impact each group. • Note how and when this impact might occur, and its relative strength. • Questions to consider include: • To date, has the Administrative Services project impacted anyone in this group directly? • To date, has the EMPOWER project impacted this group directly? • What other changes, unrelated to EMPOWER, has this group experienced in the recent past? Are there other changes anticipated for this group?

45. Step 2 (part 4): Decide whether groups require a special communications focus. • Consider relative importance of each group to meeting project goals. • Questions to consider include: • Does the stakeholder group have the ability to affect the flow of information about the project? • Do members of this group have the ability to influence other stakeholder groups? • Are members of this group, as a general rule, willing to adapt to change?

46. Step 2 (part 5): Try to anticipate each group’s concerns. • Record areas -- direct project concerns as well as “cultural” issues -- that may be particular concerns to each group. • Some frequently cited stakeholder concerns include: • Will I still have a job? • Will I still be working here, i.e. with the same people, in the same place? • Will my salary change? • Things are going fine now; why should we change it? • I don’t use a computer now and I don’t want to learn. What’s in it for me? • This is just Frankfort again telling us what to do.

47. Did your analysis produce a high number of stakeholders? • If so, you may find it helpful to group like stakeholders into “audience” groups. • You can then target your communications toward these larger groups. • We have a tool available to assist with this grouping process.

48. High Maintain Confidence Woo & Win How critical to success? Monitor & Respond Keep Informed Low Low High How much effort to change? Step 3 (optional): Map stakeholder data. Stakeholder Mapping - Tool Focus Purpose:This tool is effective for gaining a broad and rapid understanding of your agency’s stakeholders and the corresponding strategies to adopt. Its main objective is to maximize and focus communications efforts. Note: Shifts in stakeholder position are anticipated -- and sought -- over time. Note: Internal as well as external stakeholder should be mapped.

49. What does this tool tell you, once it’s completed? High Maintain Confidence Woo & Win These stakeholders are probably directly impacted by the project and are critical to its success. They need ongoing involvement and communication to gain and/or maintain their support. These stakeholders are not yet strong supporters and are critical to successful implementation. They require focused, frequent communication and should be strongly encouraged to provide input. How critical to success? Monitor & Respond Keep Informed These stakeholders are informed, supportive of the project and are not highly critical to its success. Your agency needs to keep in touch with this group and respond to any questions they may have. These stakeholders are neither strongly impacted by the implementation, nor critical to success. These stakeholders need to be informed as to overall progress to ensure that they remain in this category. Low High Low How much effort to change?

50. Module 1 Review