Grant Administration Redesign
Communication Plan
Issue Summary:
Duke University’s sponsored programs expenditures have grown 50 percent since 2002, which has dramatically outpaced the associated administrative support structure’s ability to effectively manage the activity. In the fall of 2006, Duke engaged the Huron Consulting Firm to review Duke’s grant administrative processes and provide recommendations that would enable Duke to improve the service provided to the research community and more effectively manage the research operations. Huron concluded that Duke’s research volume has strained its administrative support structure and its ability to effectively manage the activity. The enhancement of federal regulations governing research has compounded the complexity of managing research during this period, adding to our challenges. The recommendations fall into distinct categories that will be implemented by the following project teams: Business Review Team, HR Team, IT Team, and the Effort Committee.
Communication OBJECTIVES:
· Enhance understanding and awareness of the broad research community at Duke of redesign efforts, the benefits of change and the progress being made.
· Influence perceptions of faculty/principal investigators about the value of the project, the changes and the level of support offered by Duke to support their research.
· Influence behavior of business managers and others directly involved in supporting administrative support for sponsored programs to adopt recommendations that improve the efficiency and effectiveness of grant administration.
Audience(s):
· Sponsors
· Department chairs/SBR Clinics
· Faculty/Principal Investigators
· Business Managers
· Central Administration Stakeholders (ORS/ORA, Sponsored Programs, Research Cost & Compliance, etc.)
· Overall Research Community
COMMUNICATION STRATEGIES:
1. What’s in a name: The efforts around the implementation recommendations from Huron seem to lack a common name. Describing this effort in different ways could create confusion among various audiences and create hurdles to implementation. Giving this effort a common, consistent name also will help define its scope as a project that has a beginning and end – even though the effects of the recommendations that are implemented will live on.
2. Picture worth a thousand words: Using familiar imagery in communication materials will increase the retention of critical information and provide quick visual cues for easy reference and association
3. Once upon a time: Stories are powerful tools to convey information and meaning. Identifying success stories, especially among principal investigators, about how recommendations are making a difference in managing their research will help improve retention and engagement among our audiences.
4. Are we there yet?: The old adage, “How do you know when you get there, if you don’t know where you are going?” offers a important perspective to consider. People generally like seeing progress and contributing to it. Having goals or performance targets that are measured and communicated will help people “see” progress and gain a better understanding of how the individual efforts contribute to a larger whole, even if the individual efforts do not directly affect them.
5. If you build it …: They won’t necessarily come. Web sites work best using push/pull approach with email. Sending short email notices with links to web site for more information typically push more traffic to your site and get more exposure for your information.
6. Talk with me: Print, email and web sites are limited in offering two-way interaction or dialogue, which is typically the most effective communication method for enhancing understanding and changing behavior. For this reason, special efforts should be made to engage people in face-to-face forums to discuss the imitative, provide context, solicit support and share progress.
7. Musical Chairs: Since department chairs play such an integral role in helping shape perceptions and expectations for others, be sure to keep them apprised of pending changes and progress, so they are singing off the same song sheet. If they feel they are left out without a seat at the table, then they will be less likely to lend support when challenges to implementation emerge.
8. Haven’t I heard this before? In our environment today, hundreds, if not thousands, of messages assault us every day. Studies suggest that a message must be repeated 8-12 times to stick. Periodic information/updates/key messages should be posted on bulletin boards and web sites, shared in meetings, and sent out by email to key audiences.
9. Can I ask you a few questions?: Tracking quantitative metrics can help track progress towards efficiency and effectiveness, but they offer less value in assessing how people view those changes. Conducting regular surveys of principal investigators and other key audiences will help gauge the qualitative perspective regarding their view and satisfaction with the changes.
Communication MATERIALS:
· Briefing presentation
· Web site
· Email message(s)/memo(s)
· Flier (bulletin boards)
· Postcard (quarterly)
· Survey
EVENT CALENDAR:
WHEN
/WHO
/ CONTENT / RESPPhase I: Rollout/Announcement
Briefing presentation / · Dept. chairs
· SBR meetings
· Business Managers
· Dean’s Cabinet / · Background, context & business case for initiative
· Next steps
· Communication resources / Steering committee members
Memo/email / · Dept. chairs
· Business Managers / · Background, context & business case for initiative
· Next steps
· Web site URL / Steering committee
Web site / · Entire research community / · Background, context & business case for initiative
· Progress reports/key performance metrics / Greg Whitaker
Ed Anapol
Phase II: Targeted Messages
Memo/email / As needs dictate / · Dept. chairs
· Business Managers / · Specific changes (business process, HR, IT, etc.)
· Web site URL / Steering committee
Phase III: Progress Reports/Updates
Briefing presentation / Quarterly / · Dept. chairs
· SBR meetings
· Business Managers
· / · Background
· Key performance metrics
· Next steps / Steering committee members
Memo/email / Quarterly / · Dept. chairs
· Business Managers / · Background, context & business case for initiative
· Next steps
· Web site URL / Steering committee
Flier / Quarterly / · Dept. chairs
· Business Managers / · Key performance metrics / Steering committee/
Ed Anapol?
DRAFT Page 3 10/14/2008