Our Vision

 

“A VISION OF HOPE”

 There are over 900 streets in America named after Dr. Martin Luther King Jr., the slain civil rights leader and Nobel Peace Prize Winner.  Sadly, these streets are perceived as the most derelict streets in America, void of hope or acknowledgement.  This is where our story begins.  Instead of neglect, the Coalition of Hope sees the streets as the beginning of a renaissance and the opportunity to lead the world in a movement to improve the quality of life for all of society.

 The negative perception of Kingstreets is not actually true.  Reports recently have shown Kingstreets to be some of the most progressive streets in minority communities.  Often having a wide array of industry, trade, government representation, civic representation and academic institutions located on them, just to name a few.

Here is where the opportunity lies, the Kingstreets Coalition, (represented by UFCW-Minority Coalition, Faces of our Children, C.T. Vivian Leadership Institute, A Phillip Randolph Institute (APRI), Coalition of Black Trade Unions (CBTU), NAACP, Inter-denominational Theological Center (ITC) and other local/national/international constituency groups) would collectively be able to mobilize not only the 900 streets but the full communities, cities and counties that surround them.  The communities will be mobilized around all issues intended to improve the quality life of all residents, neighbors and surrounding citizens within a giving region or zone around Kingstreets.

1st Phase, the coalition would take on issue of labor, education, public policy, the justice system, economics, training, housing and health.  This phase will be strategically designed and implemented over an 18-36 month strategy to re-establish these communities as social centers of leadership, models for full and comprehensive services and support.  Within these 18-36 months, we will challenge these communities to establish high standards and marks of excellence.  These communities will lead organizing and mobilization efforts nationwide.  Placing them at the forefront of social development, the spiritual sense of Kingdom building, the vision of Dr King (and so many others) of the Beloved Community.

 2nd Phase (24th-60th month), the coalition will reach out to international partners to test models throughout North America, South America, the Caribbean and abroad.  The coalition will seek out best practices and global models that can be shared in one collective vision.  In this phase, the communities will be challenged to define their ingenuity and leadership.  The communities will be expected to be proactive in designing visions for their communities that are dedicated to improving society/humanity on a global scale while addressing the needs of its

local constituency.

 3rd Phase (5yrs-10yrs), communities will be interdependent.  Collaborating with other communities to answer, solve, resolve problems and challenges with shared resources and leadership.  In this phase, we as a society live out our creed and potential.  In this phase, we should have the full confidence to make investments in each other and not overpowering institutions of commerce.

In summary, Kingstreets represents the potential and possibilities of society’s ability to strive for greatness and the ideals of love, justice and truth.  Kingstreets represents our desires to overcome our fears, prejudices, and imperfections.  Kingstreets gives us the opportunity to represent the best of humanity and the need to be part of something greater than ourselves.  Kingstreets will not be complete until all streets are Kingstreets.

  1. Objectives

The Communication Plan identifies a series of communications activities necessary to engage and inform affected users and other stakeholders, and to increase their understanding and acceptance of the KINGSTREETS Project.  Please reference the KINGSTREETS Project Status and Reporting Plan for details on those activities which support the communications plan.

Communicating throughout the KINGSTREETS Project will require a varied approach that addresses the capabilities and limitations of the current state communications environment, effectively utilizes available resources in the current organizational structure, and is appropriately phased over the life of the project. A successful communication approach includes:

  • Sharing information and creating awareness of the KINGSTREETS Project and its benefits, importance, and priority
  • Facilitating careful rollout of all KINGSTREETS project information to affected employees
  • Allowing for pre-planning and sensitivity to the unique needs of affected groups
  • Ensuring consistent messages are being relayed to stakeholders by all KINGSTREETS Project team members and project leadership
  • Assisting in the development of an approach for interacting with and communicating to outside media
  • Creating confidence that the project will be marked by open communication and knowledge sharing
  • Sustaining interest throughout the phases of the KINGSTREETS Project
  • Avoiding surprises (e.g., preparing employees to receive and apply the new technology)

To attain these goals, the KINGSTREETS Communication Plan works in concert with other areas of organizational change management to reach, inform, and motivate targeted stakeholder groups. 

  1. Approach

The KINGSTREETS Communication Plan is an integral part of the overall organizational change and is a tool designed to provide the strategy that will govern communication efforts throughout the life of the project. This document details the affected stakeholder groups and the recommended vehicles that will help King Streets Members achieve its desired organization change management and communications objectives.

The Communications Plan is a living document that will be updated for each phase of the KINGSTREETS Project.

  1. Communications Phases

There are five distinct phases of the Communication Plan: (1) Project Start-Up Communications, (2) Discovery, (3) Branding, (4) Communications Planning and Execution, and (5) Evaluation. The KINGSTREETS team will use three of the five distinct phases: Project Start-up Communications, Communications Planning and Execution, and Evaluation. To promote a successful implementation, the Communications Team must move leaders, users, and employees along a continuum, from simple awareness of the project and its objectives to a state in which each individual is ready and looking forward to “go-live.”

Project Start-Up Communications – A set of communications that creates general project awareness at the beginning of the project and begins to establish a consistent set of key messages.

Discovery – The process of understanding the organization, its existing communication processes, and key stakeholders through a series of interviews and facilitated group workshops.

Branding – The activities associated with developing a brand identity for the entire project that resonates with stakeholders.  Branding activities are to be completed during the Strategy phase in which the project name and logo are to be selected through interactions with the branding vendor.

Communications Planning and Execution – A campaign strategically designed to market the project to stakeholders through creative branding and the delivery of core messages using both traditional and high-tech media.

Evaluation – The process of measuring communications’ effectiveness and refining the communications plan to reflect the feedback gathered.

  1. Rules for Communications Success

Throughout the KINGSTREETS Project, key information and messages will be communicated to the colleges and executives who will be affected at one level or another.

  1. Each audience has different information needs and channels, and therefore must be targeted appropriately.
  2. Each audience receives and relays information through varying channels. The KINGSTREETS Project team should carefully target its information to each user group to be most effective.
  3. To build and sustain enthusiasm for the KINGSTREETS Project, it is critical that the team leverage the KINGSTREETS Chapter Support Team; specifically, the communications liaisons within each agency to build support and interest in the field.
  4. All broad-based communications that are to be sent out must be funneled through the communications team to ensure consistency in themes and messages.
  5. The communications team will establish messages around every key milestone for each phase of the project. The message will be sent out at least three weeks prior to the milestone date.
  6. All large meetings/workshops/events will have evaluations included as part of the agenda. All evaluations will be collected, reviewed, and compiled within 48 hours of the session.
  7. The following is the communication timeline for all communications/presentations:
    1. Draft documents (newsletter, memos, presentations) will be provided to the KINGSTREETS Communication Leads no less than one week prior to the communication due date.
    2. KINGSTREETS Team Leads will provide feedback to the communications team within 24 hours.
    3. Communications team will update/revise the communications document the same day.

The revised document will be given to KINGSTREETS Management Team and other relevant individuals for an additional review. Any communications to the stakeholder groups listed in the Management Group in the Communication Activity Schedule in section 10 below require review by the sub-cabinet before distribution. Revisions will be due back to communications within 36 hours of receipt.

  1. Communications team will update/revise communications document within 12 hours.
  2. The final document will be reviewed by the KINGSTREETS Management Team and then sent out via the established project process.
  3. As part of the review process, the communications team will check for consistency of messages and themes.

The communications team will be provided access to the appropriate project team members to help with shaping the content needs for the varied communications. Access should be provided in a timely fashion from when the request is first made.

What are the critical success factors?

  • A strong network of communications liaisons is established and utilized
  • Credible King Streets personnel will deliver information, supported by professionally developed communications collateral materials
  • Timely, clear, concise, and comprehensive information is targeted to the right people at the right time
  • Project success stories are highlighted
  • Promotional opportunities are utilized

Feedback mechanisms are put in place to facilitate two-way communication

The Communications Team has taken, or may be taking, the following steps to assess the current environment at the King Streets Chapter. For instance:

  • Potential site visits to a few colleges will provide the team with feedback on the current technology issues related to KINGSTREETS and the need for reliability and flexibility
  • Analysis of historical documentation and information will provide the context and framework for understanding the organizational environment and culture

Executive stakeholder surveys will be conducted in order to provide an assessment of organizational readiness for process improvement.

The KINGSTREETS Project vision aligns with KINGSTREETS priorities. For example, the KINGSTREETS Project will “help solve this problem”:

  • Create a system of record
  • Drastically improve KINGSTREETS functionality and performance
  • Create a repository of data
  • Provide employees with a unique identifier

Allow employees to manage their careers more effectively.

The Communications Team has outlined a detailed change network that will help serve as an infrastructure for communicating and implementing change. The project team will also leverage:

  • Colleges who have communication resources
  • Intranet site for the project and additional intranet sites specific to the colleges

Multiple communication vehicles for message delivery.

 

  1. Assessing the Current State Communications and How to Monetize Our Business Model

There are many existing channels that the 900 King Streets Chapters can utilize to distribute information to user groups. However, no universal mechanisms exist that reach all end users in each of the target audiences. Each audience relies on its own channels for accessing communication and these channels reach varying numbers and types of users. The communications landscape in KINGSTREETS is decentralized and most communications are website and media driven.

During the Strategy phase of the project, an introductory high-level analysis was conducted on the current communications landscape. Based on our initial analysis of current vehicles available at the business and community stakeholder end points and known best practices, the preferred means of delivering information to the colleges are as follows:

  • Electronic Messaging – E-mail is widely used throughout the college system to distribute information. This will be an effective way to reach the large audiences within the colleges.
  • Project Website – The KINGSTREETS Project website will allow the project team to provide employees with up-to-date and timely information. It is important to note, however, that while the website is a good source of information, there will be groups of employees who will not take advantage of the website.
  • Face-to-Face – In-person meetings are the best way to share project-specific information with employees. An additional benefit of in-person meetings is the ability to get questions answered and to allow the project team the opportunity to solicit feedback from employees.
  • Standing Meetings – Information disseminated from standing meetings should include current project status, timelines, KINGSTREETS Project updates, and information requested by each of the groups. Examples of these standing meetings include: CSR, Supplier Diversity, Diversity Inclusion, Employee Volunteer Directors, CIO, CFO, HR Directors, and Payroll Directors.
  • Newsletter – This vehicle is usually well-received, but it is important that the information be timely, applicable, and succinct. The newsletter will be published on the KINGSTREETS website in electronic format.

 

As part of the upcoming channels and vehicles analysis (described in the next section), additional tools/mechanisms to communicate with college employees will be identified. There are a limited number of mechanisms for communicating change, regardless of the project or environment. They fall into three general areas: face-to-face, paper-based, and technology-based.

Face-to-Face

Paper-based

Technology-based

Meetings

Newsletters

Email

Presentations

Memos

Project Website

Events

Brochures (optional)

Videos

Focus Groups

Direct mail

Voicemail

Stakeholder conversations

Information Kits

FAQs

Word of mouth

Bulletin boards

Intranet

 

Posters

Surveys

 

Feedback forms

 

 

  1. Identification of Channels and Vehicles

Determining Which Vehicles to Use

In order to determine which vehicles to use for different target audiences, it is important to take the following 4 considerations into account:

  1. The appropriateness of the vehicle for the message – Not every vehicle is appropriate for each message. For example, if the message being conveyed to college employees is about the need for cost cutting, an expensive looking multi-color newsletter on fancy paper should not be used. The vehicle in this case will be contradictory to the message.
  2. The appropriateness of the vehicle for the audience – The selected vehicle should also be appropriate for the audience it is intended to reach and influence. An all-hands meeting intended for all KINGSTREETS employees might not be the right format if many employees cannot take time from their daily schedule to attend because of the nature of their job or travel restrictions. This would also not be the right format if many employees in a particular stakeholder group were located outside the KINGSTREETS region. In those instances, a more appropriate vehicle would be one that everyone could easily access. This could be a road show, video, or someone from the Executive Steering Committee going out to have face-to-face meetings with employees.
  3. The appropriateness of the vehicle to time – Different vehicles will take different times to be produced and to reach audiences. The desired speed to reach an audience may determine the media to use. Print newsletters can take much longer than electronic communication. For example, creating a comprehensive newsletter for all employees might take weeks to pull together and send out, while a one page memo sent out electronically could be done within a few days.
  4. The appropriateness of the vehicle to cost – Cost can vary significantly from one vehicle to another. The communications budget for the KINGSTREETS Project is limited, therefore, cost will become an important factor in determining which vehicles to use at what cost.

 

Advantages and Disadvantages of Various Vehicle Types

Vehicle Type

Advantages

Disadvantages

Print Media

·      Able to be kept, filed, and taken home or to the office

·      Material can be read anywhere

·      Good for employees who do not have email access

·      Most well-known type of communications vehicle

·      Conveys long-term information when printed

·      Long lead time to create, produce, and distribute

·      Higher cost to produce than other vehicle types

Audiovisual

·      Ability to influence people through multiple senses: sight and sound

·      Professionally done videos can help make a significant impact in communicating information

·      Ability to reach wider audiences than print media as some employees simply do not rely on reading for their information

·      Best for supporting a presentation in meetings

·      Difficult to produce and distribute well on limited budgets

·      Message is usually lost once it is has been viewed

Telephone Hotline

·      Provides instant information

·      Effective during critical times such as KINGSTREETS Go-Live

·      Provides effective way of receiving feedback

·      Inability to keep records or track information

·      Difficult to review information

·      Manually driven process of receiving and tracking information

Electronic Media

·      Provides a low-cost, quick way to send information to varying group sizes

·      Creating KINGSTREETS e-mail groups, while time consuming upfront, will allow for ease of use in sending out emails over the course of the KINGSTREETS project

·      Low cost and quick turnaround time

·      KINGSTREETS Project site allows for up-to-date project information

·      Difficulty to track if employees open and read communication

·      Project website will not be regularly checked by large groups of employees

·      Employees may access website for a particular piece of information but some may give up before finding what they are looking for

Posters, Banners, and Bulletin Boards

·      Good for providing high level information (e.g., goals and timelines)

·      A unique approach to highlighting major changes and events (e.g., go-live and training)

·      Helps to create long-term focus on the project

·       High cost if done professionally

·      Difficulty in placing at the appropriate places  

·      Time consuming to keep updated

Face-to-Face Communication

·      Most effective way to communicate with KINGSTREETS employees

·      Allows for Q&A and real time feedback

·      Allows employees to hear about and feel part of the KINGSTREETS Project

·      Difficult to ensure that consistent messages are conveyed

·      Time intensive effort to ensure all managers and supervisors have updated presentations/informational toolkit

  1. Stakeholders

Identification of the Preliminary List of Stakeholders

It is important to clearly identify, at the outset of the KINGSTREETS Project, the applicable definition of what constitutes a stakeholder. The definition for the KINGSTREETS Project is highlighted below:

A stakeholder is an individual or group affected by or capable of influencing the change associated with the project. A stakeholder may be mildly or significantly affected by the change or merely associated with the change. The greater the impact to the stakeholder, the more important it is for the stakeholder to have a sense of ownership for the success of work in their area.

Over the course of the KINGSTREETS Project, different people can and will perceive the same changes in different ways depending on their expectations, vested interests, previous experience with other similar sponsored initiatives, existing work pressures, interest, or simply their characteristics and priorities. Frequently, during change, the concerns, interests, and objectives of stakeholders and stakeholder groups are in conflict. A key initial task is to identify those individuals and groups who are stakeholders in changes to be brought about by the project.

A part of identifying the stakeholders includes the process of identifying ways to help manage the group of employees. Stakeholder management is a distinct process of analyzing, understanding, and addressing the ways stakeholders relate to the project. A large part of stakeholder management is to clearly identify the “interactions” that are needed by stakeholders in order to maintain or further their support. Creating effective relationships with the KINGSTREETS stakeholders is of vital importance over time. One key way that stakeholders will be involved in the process is through involvement in the KINGSTREETS Support Team.

Stakeholders are categorized into two main groups:

  • Key stakeholders are leaders and/or decision-makers in any organization involved in the KINGSTREETS Project or affected by the change during the project.
  • Extended stakeholders are groups affected by the KINGSTREETS Project who need to be engaged through the project process but who do not have decision-making ability or project resource responsibility.

 

Stakeholder Commitment

Stakeholder Commitment Progression

One important way to measure the success of the communications process is by the progress of stakeholders along the commitment curve toward assuming “ownership” of the project’s outcome.  Steering Committee members, executive leadership, and other stakeholders who must assume ownership of the change begin to assume personal responsibility for helping others to accept and commit to the change.  This vision for success will be freely communicated with members of the key stakeholder groups by senior management.

Highlighted below are the levels of commitment stakeholders go through as they buy into and accept the changes being brought about by the KINGSTREETS Project.

 

Commitment Level

Definition

Awareness

·      Becoming cognizant and developing a sense of appreciation for the change

·      Understanding the reasons for change

·      Primarily accomplished through various communications

·      Everyone needs to reach this stage first

Buy-in

·      Internalizing the concepts and ideas, and grasping the implication of the change initiative

·      Agreement with the key concepts and ideas presented, and verbally expressing support

·      Can be accomplished through targeted communications, project involvement, workshops, and training

·      The second largest group of individual audiences are within this category

Ownership

·      Demonstrated commitment to the new processes and systems

·      Individuals feel responsible and accountable for the project’s success

·      The smallest group of individual audiences are within this category

KINGSTREETS project stakeholder distribution lists are being used to ensure key and extended stakeholders receive pertinent communication regarding this project.  These distribution lists represent the many varied groups which must receive critical project information that is appropriate to their assigned business and project functions.  These project groups are maintained as distribution  lists in the global address book in Microsoft Exchange.  All “dlists” for this project are designated with the “KINGSTREETS” prefix in the naming convention.

  1. Roles and Responsibilities

Background and Current Situation

The goals for the KINGSTREETS Project are to: (1) implement a unified personnel database to manage King Streets Website functions including position management; (2) improve the efficiency of website, speaking and REACH tours, transactions and the interfaces with multiple members of the 900 member systems; and (3) implement policy improvements, best business practices, and improved compliance reviews.

KINGSTREETS

Responsibilities

·      Assists in managing and overseeing the KINGSTREETS communications efforts.

·      Acts as the visible member of the communications team in KINGSTREETS-sponsored events/meetings/presentations.

·      Assists in the development of the communications.

·      Manages and oversees KINGSTREETS communications efforts as they relate to strategy, approach, and timing of relevant communications.

·      Drafts and updates KINGSTREETS communications plan and work plan.

·      Assists in the development of the specific communications.

·      Analyzes and incorporates employee feedback into the communications plan and work plan throughout each of the phases.

·      Reviews drafts and finalizes communication deliverables and presentations.

·      Drafts and finalizes communications deliverables and presentations.

·      Assists the communications team in setting the direction and tone for all ongoing communications.