Www.acupa.org ACUPA The Association of College and University Policy Administrators Communicating Policy Michele Gross University Policy Program Director.

www.acupa.orgACUPA

The Association of College and University Policy Administrators

Communicating Policy

Michele GrossUniversity Policy Program DirectorOffice of Institutional ComplianceOffice of the PresidentUniversity of Minnesota

Heather FosterPolicy SpecialistOffice of Institutional Complianceand Risk ServicesUniversity of Texas at San Antonio

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What we will discuss today ~

Why do I need a communications strategy? Elements of an effective strategy Critical success factors

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University of Minnesota

‣ Five campuses‣ 16 extension offices‣ 69,221 students‣ 20,692 employees‣ $737 mil. in sponsored

awards (2012)‣ 92 governing policies‣ 198 central

administrative policies‣ Office established: 1992

University of Texas San Antonio(one of 15 institutions in UT System)

‣ Three campuses‣ 31,000+ students‣ 4,019 employees‣ $56+ mil. in sponsored

awards (2011)‣ 145 governing policies‣ 81 system-wide policies‣ 158 campus policies‣ Office established: 2008

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Our Policy Offices

Are responsible for: Facilitation of policy development and revision Review of all institution-wide policies prior to

issuance Manage policy lifecycle and review plan Maintenance of policy website and archives Shared communication of policy changes Maintenance of U-wide forms and archives

(Minnesota)

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What Is a Communication Strategy?

A plan of action to communicate information, either internally or externally, that includes goals for desired outcomes

MESSAGEAUDIENCE

TIMING

METHOD

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Why Are Communication Strategies Important?

The intended outcome of policies is to communicate requirements and identify prohibited activities/behavior.

The execution of an effective communication strategy creates awareness and promotes compliance.

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Creating Awareness

New policies New requirements (policy changes) Process changes (procedures) Policy “retirements”

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Promotes Compliance

Eliminates the “I didn’t know” factor Ensures employees and students

understand what is expected of them and consequences for non-compliance

Enforces the “do the right thing” mentality

Demonstrates the university’s commitment to cultivating a culture of compliance

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Elements of a Communication Strategy Resources Audience(s) Message (likely to vary by the audience) Messenger (central, college, group, person) Frequency (e.g., one time, twice, annually) Communication method(s) Action plan for implementation Performance measures

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Resources

Available budget Staff time Staff skills

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Audience(s)

Identify your customer(s) and your stakeholder(s)

Typical audiences◦ Faculty ◦ Staff◦ Students (new or current)◦ Financial staff◦ Other central administrative units ◦ Guests/visitors

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Message

What specifically do you need to communicate to that audience (what does the change or new policy mean to them)

What is different What is the same

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Messenger

Who should deliver/write the message (e.g., a vice president, a process/policy owner, the Policy Office)

Source(s) should be credible May differ by audience (faculty, staff,

students) May change based on message

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Frequency How important is the message? How likely is it that your audience will “hear it”

the first time it’s announced? Are there other ways in which the message

would be reinforced? How quickly do you want compliance? Is completion of training required to achieve

compliance?

The frequency of the communication (once, quarterly, annually) should be paired with the level of risk that is being addressed.

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Communication Methods

Website Newsletters – (U-wide or

audience specific, collegiate or department newsletters)

Emails – targeted and listserv Training Town hall meetings

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Communication Methods (cont.) Educational postcards, posters, etc. Video Voice mails Bulletin Boards Partner with appropriate staff in units

(e.g., collegiate budget staff for changes to budget policies)

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Determine the overall timeline Complete the communication strategy

for the particular policy, with the policy owner where appropriate (template)

Confirm who’s drafting or delivering the message

Specify any review or approval steps

Implementation: Action Plan

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Implementation: Action Plan Draft the communication Test the message, where needed (Is it

clear? Is the tone appropriate for the message and the audience?)

Disseminate the information

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Performance Measures

Google analytics on website Tracking of calls Feedback from “contact us” on

website Feedback from policy owners Chatter

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It is NOT all about you…

when it comes to writing or communicating your policies!

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Drafting the Communication

Ensure that the message is clear and accurate

Be direct, leave no room for misinterpretation

Specify the change date Contrast the changes (old and new) Highlight the need or rationale for the

change

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Drafting the Communication

Develop targeted communications appropriate for the different audiences

Keep your desired outcomes in mind Extend the offer of help (if staffed for

it) or incorporate Q&A to respond to likely questions

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Helpful Hints

Limit technical phrases, if other more common phrases will work

Ensure that you have a complete definitions section

Provide examples where useful Test the communication out on your

target audience(s)◦ Make adjustments if there is any

misinterpretation, especially when the change is controversial

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Critical Success Factors

Strong partnership with the policy owner The communication is timely, clear, and

focused A targeted approach is used where

possible◦ Consider your audience every step of the

way◦ Determine the best method of

communication Monitor effectiveness, listen to feedback

and make changes if needed

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Thanks for your participation!Any questions?

Contact Information:

U of Texas at San Antoniohttp://www.utsa.edu/hopHeather [email protected]

Contact Information:

U of Minnesotahttp://policy.umn.edu/Michele [email protected]