Skip to main content
 
Tying a Sensible Knot: A Practical Guide to State-Local Information Systems

Abstract

Acknowledgments

Executive Summary

Chapter 1. Understanding the State-Local Environment

Chapter 2. Principles for Working in the State-Local Environment

Chapter 3. Best Practices

Appendices
print html versionPrint Chapter (html)
print pdf versionPrint Chapter (pdf)
Chapter 3. Best Practices

Communicate often and clearly with stakeholders

Regardless of size and type of application, a project team operating in today’s intergovernmental environment is faced with a multitude of stakeholder relations issues. Project stakeholders have not only a desire but a genuine need to know what is taking place within a project. Good communication practices ensure that all stakeholders (both those actively involved and those who will eventually be affected) are continuously and adequately informed. In addition to communicating with stakeholders during the initial stages of project development, it is important to continue to communicate throughout the entire process to make sure that everyone is aware of and given opportunity to comment on and participate in the project activity. Just as important are good working relationships that encourage stakeholders to participate actively in giving and receiving information. Many techniques may be used to establish and maintain good communications: status meetings, distribution of printed and electronic project materials, formal presentations, and so on. The techniques selected should be based on the particulars of the project and the following factors:
  • Who are the project stakeholders?
  • What type of information do they require at what level of detail?
  • What type and level of information is needed from them?
  • How frequently do they want or need information?
  • How frequently is information needed from them?
  • What is the most useful way for them to receive information?
  • What type of feedback mechanisms are necessary to encourage them to respond and react?
  • What tools need to be used to continuously monitor the effectiveness of communication?
By answering these questions, the selection of communication techniques becomes a much easier task that generates more reliable and useful results. For project team members, communications tend to be quite frequent and detailed involving e-mail and phone messages, status reports, flow diagrams, and face-to-face and electronic meetings. For the broader community of stakeholders, they are more likely to involve briefing sheets, newsletter articles, and presentations at conferences. The important thing to remember is to keep information flowing continuously to keep everyone focused on the project goals and aware of the progress being made.


Automated Dog Licensing:Networks connect people as well as computers

There were plenty of benefits in the Electronic Transfer of Dog Licenses Project that made work easier and faster, and improved the quality of the data. One unexpected benefit, according to the team leader was the extent of "networking with municipal licensing agents and the software vendors." This networking was not accidental, however, but the result of consistent and careful communication that connected all the stakeholders in the project and provided opportunities for them to become invested from the very earliest stages of system development. The municipal clerks told us that they were members of the team whose opinions clearly mattered.

The team leader knew that the state sent notices occasionally to the municipal license issuers, so she used the mailing as a vehicle for a newsletter that kept all municipal agents informed about changes in the licensing process. She set certain standards for the newsletters. Consistent with the theme of the project, the newsletters aimed at simplicity. They had to:
  • contain real information of interest to the municipal officials
  • be short - only one page front and back
  • be clear and concise, not detailed - other vehicles were used for intricate instructions
  • have new information, not old recycled information
Once the system was implemented, a brochure was developed to explain the system and how it works, as well as the benefits for local licensing agents. The brochure was designed to answer one question posed by a municipal clerk: What do I need to know about this new way of reporting dog license information?

Throughout the project the state team also stayed in touch with the Clerks and vendors of municipal software packages by phone. The first calls to vendors about adapting to this new system met with a lukewarm response, but the team, particularly the team leader, was persistent. Development team members attended the statewide municipal clerks meeting where they organized a special session for vendors which eventually led several to adapt their products to support the new system.


Probation Automation: Frequent, timely interaction among peers

The Probation Automation Team consists of seven County Probation Directors or their designees as well as both program and technical staff of the NYS Division of Criminal Justice Services (DCJS) and the NYS Division of Probation and Correctional Alternatives (DPCA). This diverse team has been actively involved in every phase of the project. Communication among the members follows a familiar pattern applied across a number of tasks. Whether gathering information or making decisions, the group begins with personal visits. These have included structured "walk-throughs" of local department operations, planning meetings, vendor demonstrations, and so on. After each series of face-to-face sessions, a written document is produced by the state project members, representing their understanding of the business process, project scope, timeline, or other items under review or development. Usually, within a short period of time, the document is given to the local members to obtain their feedback and clarification. Revisions are then made and the documents become part of the written record of project results. These written records, having been developed and approved by all members of the team, form the foundation for a mutually agreed upon set of project principles, goals, and achievements. There is no confusion about what they represent or how each one fits into the larger scheme of the project plan.


Annual Financial Reports: Clear, convincing, and continuous communication

The NYS Office of the State Comptroller (OSC) knew that it faced a difficult task when it began planning its automated electronic annual report filing system. Because of the large number of local governments that would be participating in the project and the range of technical knowledge, available resources and existing systems that the local governments operated, there were many factors for OSC to consider. OSC further recognized that it would be necessary to not only enlist the support of all project stakeholders, but also to establish good communication practices for sending and receiving vital information about the project. OSC addressed this problem in two ways: first by letting the stakeholders know that the project was a collaborative effort, and that their input and participation truly mattered, and second by implementing efficient and effective practices for communicating with them. Since this was a voluntary option and not mandated, it was necessary to market the project well to ensure that all local governments who desired to file electronically were aware of the project. Some of OSC's techniques included:
  • Establishment of a formal project vision and statement of scope to inform stakeholders about the project purpose and gather support
  • Formation of a local government Advisory Committee to act as an oversight body to review project status and discuss goals and strategies
  • Consistent and regular use of note takers, facilitators, meeting agendas, "parking lots", and action lists to make effective use of meeting time and ensure that all meetings were run in a professional atmosphere.
  • Prompt action on outstanding issues and reports.
  • Continuous marketing using surveys, newsletter articles, speeches at conferences, training sessions, and direct mailings.
OSC’s efforts resulted in a communication environment that encouraged participation and yielded prompt results. Stakeholders knew their input was important because they could readily see how it affected the project development and they were fully informed of what was happening with the project at all times.