Communications Mgt Plan - 11102015

7/25/2019 Communications Mgt Plan - 11102015

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Assignment 1 Group 3

Student Names

Brett Ward

Jon KealyMark Robinson

Henry Baxter

Student Numbers

C3175979

C3101368

C3214379

C3249822

Due 11.59pm, 19thOctober 2015

Teacher Stuart Landrigan

ARBE6403 Project Communication


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Document Control

Title Glenbawn Dam Project

Name Position Signed/Approved Date

Originator Brett Ward Associate BW 11/10/15

Originator Jon Kealy Associate JK 11/10/15

Review MarkRobinson

Senior Associate MR 13/10/15

Approval Henry Baxter Director HB 14/10/15

Details of Revisions

Rev Date Description Approved

0 23/09/15 Preliminary plan Issued for draft JK/BW1 29/09/15 First Draft for Review JK

2 10/10/15 For Approval JK/BW

3 11/10/15 For Issue JK

4

5

6

7


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Glenbawn Dam Project | Communications Management Plan i

Contents1. Project Description.................................................................................................................................... 2

1.1 Background for Glenbawn Dam Project........................................................................................ 2

1.2 Description of the Glenbawn Dam Project..................................................................................... 2

2. Definitions................................................................................................................................................. 3

3. Purpose and Scope of this Management Plan......................................................................................... 4

3.1 Objectives...................................................................................................................................... 4

4. Organisation and Accountabilities............................................................................................................ 6

4.1 Management Team Structure........................................................................................................ 6

4.2 Key Project Roles........................................................................................................................... 6

4.2.1 Project Director............................................................................................................... 6

4.2.2 Project Manager............................................................................................................. 7

4.2.3 Communications Manager.............................................................................................. 7

5. Strategic Approach................................................................................................................................... 8

5.1 Stakeholder Identification Approach.............................................................................................. 8

5.1.1 Stakeholder Identification............................................................................................... 9

5.2 Communication Tools for Issuing Information............................................................................. 10

5.3 Communication Escalation Process............................................................................................ 13

6. Key Issues Identification......................................................................................................................... 14

7. Key Messages........................................................................................................................................ 15

7.1 Project Positioning Key Messages............................................................................................... 15

7.2 Issue Specific Key Messages...................................................................................................... 158. Community Engagement and Feedback Mechanisms........................................................................... 17

8.1 Community Information Sessions................................................................................................ 17

8.2 Objectives.................................................................................................................................... 17

8.3 Structure....................................................................................................................................... 18

8.4 Enquiries/Complaints Management............................................................................................. 18

9. Templates............................................................................................................................................... 20

9.1 Complaint Form............................................................................................................................ 20

9.2 Meeting Agenda........................................................................................................................... 21

9.3 Meeting Minutes........................................................................................................................... 22

9.4 Notification to the Community...................................................................................................... 23

List of Figures

Figure 1: Project Location .. ................................................................................................................... ..2

Figure 2: Project Organisation Chart........................................................................................................ 6

List of Tables

Table 1: Proposed Glenbawn Dam Project Communication Tools.....10

Table 2: Priority Definition .13

Table 2: Key Stakeholder Issues Analysis Functional Issues...............................14


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Glenbawn Dam Project | Communications Management Plan 2

1. Project Description

1.1 Background for Glenbawn Dam Project

The New South Wales Government has been extensively planning to secure long term water

supplies for the Upper Hunter region that has endured high unemployment, minimum

existing local industry and a shrinking agriculture industry. Following a feasibility study

conducted by Pricewaterhouse Coopers Pty Ltd it was indicated that if the supply of

sufficient water is guaranteed, the private sector will invest significant amounts of money

into new industries. As well, the private sector will invest in the redevelopment of existing

industries and significantly upgrade the regions agricultural base. Further feasibility studies

indicate that a Government investment of approximately $150million will result in significant

economic, social and community benefits. The Government will also have opportunity for

significant reform to its water resources policy and the sale of water rights.

1.2 Description of the Glenbawn Dam Project

The proposed site of the Project is approximately 20 kilometres east of Scone, 30 kilometres

west of the Barrington Tops National Park.

The Lake Glenbawn Dam Project, will result in regional employment during construction andlong term regional employment growth. It will also assist the New South Wales Government

in reaching its regional policy objectives. The project is located in an area that minimises the

dams environmental impact and the amount of private land that will be flooded. However,

the project requires the support of four local government areas and there are vocal sections

of these communities that do not support the construction of a dam.

Figure 1: Project Location Google Maps 2015


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3. Purpose and Scope of this Management Plan

The purpose of this Communications Management Plan (Plan) is to present the community

engagement objectives, delivery framework and the potential issues the project needs to

manage. It also provides information on the communication tools and protocols which will

support implementation and descriptions of how community stakeholders will be kept

informed of and consulted about the Glenbawn Dam Project throughout the delivery and

commissioning phases.

This Plan provides the framework for communication between the Project Team, the local

community and key external stakeholders. In particular, it details the following elements:

Identification of community and key external stakeholders

Identification of project related issues, affected stakeholders and communication

tools

Procedures and mechanisms for providing information to the community and key

stakeholders

Explanation of the purpose and operation of community information sessions

Procedures and mechanisms for how the Project Team will receive and respond to

community feedback, enquiries and complaints

Explanation of how disputes will be resolved.

3.1 Objectives

All communication developed and distributed throughout the Glenbawn Dam Project is

intended to achieve the following goals:

Stakeholders are aware and informed: stakeholders receive timely information about

what is happening, why, when and how, and what it means to them. This informationstarts at a generic level (which is repeated throughout the programme/Project), and

becomes more detailed, specific and targeted as the programme/ Project progresses.

This information enables stakeholders to think about, understand, plan for and be

prepared for the change.

Stakeholders are engaged: Opportunities are created and communicated to key

stakeholders to support them in exploring and becoming involved in and committing

to a new way of doing things. Different stakeholders will move through this transition


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at different rates. Communication will aim to gain key stakeholders commitment by

implementation. However strategies will also be developed to manage stakeholders

who are still in denial or resistance after the transition. Communication is two-way with stakeholder input and feedback sought and valued at all stages.

Stakeholders expectations are managed: The aim of communication is to provide a

set expectation of scope of what is planned (and associated constraints, risks &

dependencies), explain why this may differ from expectations (in targeted messages),

and provide ongoing updates on expected and actual outcomes.


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4. Organisation and Accountabilities

4.1 Management Team Structure

The Communication Teams (CT) main function is to support the Project in the delivery of

works. The CT works in parallel with the Environment Management team to manage and

resolve construction issues including the event of a pollution incident, environmental impacts

(noise, water dust).

The Community Manager (CM) liaises, as required with the projects nominated

Environmental Manager to ensure issues relating to the management of environmental

complaints/enquiries have been satisfactorily addressed. The CM will report directly to the

Project Manager as seen below in the Organisation Chart.

Figure 2: Project Organisation Chart

4.2 Key Project Roles

4.2.1 Project Director

The Project Directors accountabilities in relation to communication relations are as follows:

a) Review monthly reports from the CM and be copied in on daily complaints report to

stay informed of key stakeholder issues raised and associated resolutions;

b) Review and approval of internal and external stakeholder reports; and


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c) Participate in project presentations to stakeholders and site visits, as required

4.2.2 ProjectManager

The Project Managers accountabilities in relation to communication relations are as follows:

a) Understand and comply with the Communications Management Plan processes and

protocols that relate to the works carried out and ensure compliance on-site

personnel;

b) Assist the CM to liaise with contractors to ensure understanding and acceptance of

communication protocols and processes as they relate to the conduct of on-site work

activities;

4.2.3 Communications Manager

The Communications Managers accountabilities in relation to communication relations are

as follows:

a) Ensuring the community is well informed and are aware of the project activities by

providing regular, accurate and timely information through a range of communication

channels;

b) Delivering effective community engagement and two-way communication to provide

stakeholders with opportunities to connect and interact, identify issues/concerns and

actively participate in developing solutions;

c) Responding to complaints within the required timeframes and minimising the

potential for issues to minimise the potential for issues to escalate into areas such as

media and/or political arenas;

d) Identifying potential project issues and their impact and proactively devising

communication strategies to avoid, minimise or resolve them (or their impact);

e) Ensuring the project team is aware of the consultation framework and is made aware

of issues as and when they arise; and

f) Identifying opportunities to build community goodwill and a positive attitude towards

the project.


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5. Strategic Approach

The Project Teams approach to communications management focuses on building

relationships and targeting information to meet specific stakeholder requirements.

Essentially, the intended approach incorporates:

a) No surprises;

b) Ongoing consultation with stakeholders (tailored to meet needs and expectations)

that is delivered within an open and honest environment, engenders trust and

encourages beneficial two-way communication;

c) Information is effectively communicated in a clear, timely and accurate manner;

d) Prompt handling and resolution of enquiries and complaints ; and

e) Use of a range of communication activities, tactics and channels to achieve maximum

information distribution and widespread stakeholder understanding of construction

constraints and programme.

5.1 Stakeholder Identification Approach

For the purpose of this plan, the projects community comprises a diverse range of

stakeholders that have a direct interest in and or will be affected by the project. For further

information please read the Stakeholder Management Plan.

During the project stakeholder identification, it will be the responsibility of the Project

Manager to undertake stakeholder engagement in order to determine the frequency and

deliver method of the communications to meet their needs. Once all stakeholders have been

identified and the establishment of communications requirements are finalised, this

information will be transferred into the Projects Stakeholder Register and retained for the

duration of the project.

Project communication will be undertaken in line with the identified key areas as outlined in

the Communication Matrix at 5.2. There may be times when individual communication is

required to achieve any project constraints, however these must be clearly documented and

retained for future referencing if required.


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In addition, to the identified communications preferences, there is a need to clearly define

the delivery mechanism for providing the communications and ensure that the stakeholders

have access to the required information.

5.1.1 Stakeholder Identification

a) Local Residents and Property Owners

b) Schools, Educational Facilities and Childcare Centres

c) Pre Schools/Day Care Centres

d) Primary/ High schools

e) Emergency Services

f) Local Councils x 4g) Political Stakeholders

a) Federal

b) State

h) Government Agencies (State-based)

i) Federal

j) Service and Utility Provider Organisations

k) Sporting and Other Community Facilities

l) Local Community Groups, Action Groups and Churches

m) Action Groups

n) Community Groups

o) Local Businesses


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5.2 Communication Tools for Issuing Information

Table 1: Proposed Glenbawn Dam Project Communication Matrix

CommunicationType

Objective ofCommunication

Medium Frequency Audience Owner Delive

Kickoff Meeting Introduce the projectteam and the project.Review projectobjectives andmanagementapproach.

- Face toFace

Once - ProjectSponsor / Client- Project Team- Stakeholders

ProjectManager

- Agenda- Meeting

Project Team Meetings Review status of theproject with the team.

- Face toFace- Conference

Call

Weekly - Project Team ProjectManager

- Agenda- Meeting - Project S

Technical DesignMeetings

Discuss and developtechnical design

solutions for theproject.

- Face toFace

As Required - ProjectTechnical Staff

TechnicalLead

- Agenda- Meeting

Monthly Project StatusMeetings

Report on the status ofthe project tomanagement.

- Face toFace- ConferenceCall

Monthly -Project Sponsor/ Client

ProjectManager

- Slide UpProject Sc

Project Status Reports Report the status ofthe project includingactivities, progress,

costs and issues.

- Email Monthly - ProjectSponsor / Client- Project Team

- Stakeholders- PMO

ProjectManager

- Project SReport- Project S

Community informationsessions

Outline the projectobjectives and discussitems of contention

-Face toFace

Once -Project Team-Stakeholders-Governmentrepresentatives

ProjectManager &Sponsor

- Agenda- Meeting


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Project Notifications Update on projectstatus and up andcoming works

-Web page-Email-Letter box

drops

Monthly -Client-Project Team-Stakeholders

ProjectManager

Project No

Targeted notifications Residents / tenantsnotification of works inclose proximity to themWorks identified asnoisy or causingtraffic/pedestrianchanges

-Letter boxdrops-Face to face-Email-Project Webpage

As required andidentified in theproject programme

-Stakeholders-residents-Business

ProjectManager

Project No

Written correspondence(letters/emails)

As required -As required As required As received ProjectManager

Responsesender

Advertisements Update on projectstatus

During critical projectstages

-Localnewspapers

MonthlyAt critical stages

-Stakeholders-residents

-Business

ProjectManager

Confirmpublicatio

Fact sheets and FAQs Project informationand frequently askedquestions

-Stakeholderforum-Project Webpage

Planning stage & asrequired

-Stakeholders-residents-Business

ProjectManager

Confirm reand updatrequired

Project key contacts Provision of keycontacts foremergency or generalcontact

-Letter boxdrops-Face to face-Email-Project Webpage-Part ofAdvertisements

As required -Stakeholders-residents-Business

ProjectManager

Create capreparatio

Translation service Provide avenues fortranslation services tobe provided forpersons who may notbe English spoken

-Letter boxdrops-Face to face-Email-Project Webpage

As required -Any partyrequiringtranslationservicesassociated withthe project

ProjectManager

Have the confirmedplace


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-Part ofAdvertisements

Fixed and variablemessage signs

Provide information atkey points for personswho may not receiveproject information

At keylocations

At key intersectionsas outlined in theProjectCommunications

Any party ProjectManager

Confirm lothat are idas key to transmiss

Website

Provide web basedservice for any partieswho require access tothe project information

Web Weekly Any Party ProjectManager

Have the operationathe planni

Enquiries/complaintsprocedures

Formulate theprocedure formanagement of projectenquiries andcomplaints

WebPhoneFace to FaceWritten andemailed

Correspondence

As required Any party ProjectManager

Have theprocedureand sign ooutset of tplanning p


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5.3 Communication Escalation Process

As the project progresses there may be occasions when issues or complications arise with

regards to project communications. This may require these to be escalated if resolution

cannot be achieved within the project team. While escalations are a normal part of project

management, there must be a documented process that defines how those escalations will

take place.

Communications need to be managed efficiently and in a timely manner to ensure the project

is not adversely impacted upon. It is therefore imperative that disputes, conflicts, or

discrepancies regarding project communications are resolved in a way that is conducive to

maintaining the project schedule, ensuring the correct communications are distributed, and

preventing any ongoing difficulties. In order to ensure projects stay on schedule and issues

are resolved, we intend to use a standard escalation model to provide a framework for

escalating communication issues. The table below defines the priority levels, decision

authorities, and timeframes for resolution.

Table 2: Priority Definition

Priority Definition DecisionAuthority

Timeframe for Resolution

Priority 1 Major impact to project or businessoperations. If not resolved quickly therewill be a significant project impacts.

GeneralManager

Within 4 hours

Priority 2 Medium impact to project or businessoperations which may result in someadverse project impacts

ProjectSponsor

Within one business day

Priority 3 Slight impact which may cause someminor scheduling difficulties with the

project but no adverse project impacts.

ProjectManager

Within two business days

Priority 4 Insignificant impact to project but theremay be a better solution.

ProjectManager

Work continues and anyrecommendations are submitted viathe project change control process


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6. Key Issues Identification

Table 3: Key Stakeholder Issues Analysis

FunctionalIssues

Stakeholders Impacted Strategies and CommunicationTools

Relocation ofresidence

Residents Up front communications and negotiations.Face to face discussions outlining theproject impact to property owners individually

Reduction inresidential property

Residents Up front communications and negotiations.Face to face discussions outlining theproject impact to property owners individually

Road closures Members of the Public /Residents / Businesses

Meetings, Advertisements in local papers,road side variable message screens, Projectnotifications via letter box drops, email andweb, Face-to-face discussions.

Environmental Flora / Fauna Meetings with environmental groups todiscuss the significance of the project andthe assessed impacts to the environment.Formulation and sign off of theEnvironmental Impact Statement (EIS). TheEIS will identify the environmental impactsand any Fauna that may be endangeredwhich may be relocated. The EIS will alsoconfirm that the Fauna impacted upon is notendangered.

Construction noise Residents / Businesses Meetings, Advertisements in local papers,road side variable message screens, Projectnotifications via letter box drops, email andweb, Face-to-face discussions.

Higher vehiclemovements

Members of the Public /Residents / Businesses

Meetings, Advertisements in local papers,road side variable message screens, Projectnotifications via letter box drops, email andweb, Face-to-face discussions.


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7. Key Messages

7.1 Project Positioning Key Messages

Due to the requirements for long term water supply in the region, the government has been

lobbied extensively to ensure that the region remains sustainable into the future.

The government has completed a feasibility study which indicates an investment for the

project of approximately $150million. The delivery of this project will allow the Government

the opportunity to meet sustainability and growth opportunities and achieving its regional

policy objectives. In additional, there will be an opportunity for a return on investment with

the sale of water rights after the project is complete.

The key messages pertaining to the new dam project are:

a) A boost to regional employment during and after the project through the use of local

resources and businesses. Currently the region has a high rate of unemployment with

local industry unable to support the existing growth.

b) The area selected will have minimal impact on residential dwellers, and Flora &

Fauna.

c) Provide future growth opportunities to regional agricultural industry that over theprevious years has been reducing due to restrictions on water

d) The supply of water after the project has been finished will be guaranteed as indicated

in the feasibility study. This in turn will provide continued investment in the region.

7.2 Issue Specific Key Messages

From the outset and throughout all stages of this project there will be a need to clearly

engage with the local community impacted upon by this project. The project team intends to

manage these specific issues effectively and efficiently to allow the project objectives to bemet with the least amount of impact to the local community, infrastructure and Flora and

Fauna. This will be achieved through:

a) Regular Stakeholder forums to allow open discussion around the project and its

deliverables.


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b) Engagement of a Communications Manager to assist the Project Manager in

resolution of issues as they arise and implementing the communications plan

effectively.

c) Regular face-to-face discussions with property owners and businesses to clearly

define the project, keep them informed and take into account the stakeholder

concerns and where possible find an agreed solution to ensure escalation of the

issues does not occur.


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8. Community Engagement and Feedback Mechanisms

The Glenbawn Dam Project will seek to engage and receive feedback from all community

stakeholders who are impacted by the project design and construction activities. Feedback

is important to ensure that the project benefits from local input and knowledge and causes

minimal disruption to the local community.

Two key tools which will be used to engage the community; receive and respond to feedback

are:

a) Community information sessions

b) Enquiries/complaints management procedure.

Feedback received on the project will be responded to in accordance with the

complaints/enquiries response time target of within two hours.

8.1 Community Information Sessions

Issue-specific community information sessions are a proactive way to provide information

and receive quality feedback from a wide range of stakeholders on issues that are relevant

to the targeted participants. They are especially effective on large projects like this where

the project impacts affect multiple stakeholder groups in different ways.

Community information sessions are used to address community issues/milestones as they

arise, to provide information and seek feedback.

8.2 Objectives

General and issue-specific information sessions will ensure that community members have

the opportunity to discuss with the project team issues that are of most interest/concern to

them. Specific objectives of community information sessions are to:

a) Establish personal contact with the community and reduce potential for prolonged

antagonism;

b) Encourage participation from relevant community members or groups affected by the

issue/s;

c) Respond to the particular needs and concerns of the community; and

d) Ensure an open and transparent way of sharing information.


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8.3 Structure

Information sessions managed by the Communications Team are open to all members of

the community. To encourage community participation, invitations to information sessions

are distributed in a variety of ways including via newsletters/monthly project updates, in local

newspapers, and on the Project website.

One information session will be held primarily midweek (subject to community consensus

for alternate days) and one on the weekend. Information sessions will run for between two

and three hours depending on the issue and the level of community interest.

Where relevant and possible, the location of information sessions will be held nearby the

location of the topic being discussed.

Every effort is made to ensure community information sessions are open and accessible

and encourage maximum community attendance and participation. One of the information

sessions will preferably be held in the early evening (4pm to 7pm) and another on a Saturday

morning (10am to 12pm) to allow the widest cross-section of audiences to attend (eg. people

arriving home from work, elderly residents and business representatives).

8.4 Enquiries/Complaints Management

The Communications Team will be responsible for the management of all complaints and

enquiries received either via the /24-hour Complaint Line, project email, correspondence or

direct contact from stakeholders.

The key processes involved in recording complaints and enquiries are as follows:

Complaints

a) All complaints will be recorded daily;

b) All complaints received for the duration of the project will be responded to verbally by

the Communications Team within two (2) hours from the time contact is received;

and

c) A complaints report will be distributed to Project Team by COB;

Enquiries

a) All enquiries will be recorded daily;


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b) All email enquiries will be responded to by the Communications Team within one (1)

business day of receipt; and

c) All phone enquiries will be responded to by the CLT by phone within two (2) business

hours from the time contact is received.


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9. Templates

9.1 Complaint Form

FIRST NAME:LASTNAME:

RESIDENTIAL ADDRESS: POSTAL ADDRESS:Same asresidential

No No:

Street Street

Suburb Postcode:

Suburb Postcode:

Telephone (work): After hours /mobile:

Fax: Email:

Who received the inquiry:

Name: Date &Time:

Contact No: Facsimile:

Details of Concern:

Where? What? & When?

Sign: Date:

Action Taken (to be completed by Project Manager /Communications Manager)

Sign: Date:


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9.2 Meeting Agenda

Meeting Number: Document ref No: xxxxxxxxx

Title / Purpose: Glenbawn Dam Project Community Information Meeting

Date: [INSERT]

Time: [INSERT]

Location: [INSERT]

Invitees: [INSERT] [INSERT]

Item

1. Introduction

2. Project Status Update

3. Address Unresolved Concerns from Previous Meeting

4. Upcoming Program of Works on the Project

5. Potential Impacts on the Community for the Upcoming Program of Works

6. Comments from the Floor

7. Discussion of Action Plan to Resolve Issues

8. Other business

9. Next Meeting - [INSERT]


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9.3 Meeting Minutes

Meeting Number: [INSERT] Documentref No: xxxxxxxx

Title / Purpose: Glenbawn Dam Project Community Information Meeting

Date: [INSERT]

Time: [INSERT]

Location: [INSERT]

Attendees: [INSERT] [INSERT]

Apologies [INSERT] [INSERT]

Distribution As Above Plus Project Website, Local Paper, Letterbox Drop

ItemItemItemItem Action (by)Action (by)Action (by)Action (by)

1111.... IntroductionIntroductionIntroductionIntroduction

1.1

2.2.2.2. Project Status UpdateProject Status UpdateProject Status UpdateProject Status Update

2.1

3.3.3.3. Address Unresolved Concerns from Previous MeetingAddress Unresolved Concerns from Previous MeetingAddress Unresolved Concerns from Previous MeetingAddress Unresolved Concerns from Previous Meeting

3.1

4.4.4.4. Upcoming Program of Works on the ProjectUpcoming Program of Works on the ProjectUpcoming Program of Works on the ProjectUpcoming Program of Works on the Project

4.1

5.5.5.5. Potential Impacts on the Community for the Upcoming Program of WorksPotential Impacts on the Community for the Upcoming Program of WorksPotential Impacts on the Community for the Upcoming Program of WorksPotential Impacts on the Community for the Upcoming Program of Works

5.16.6.6.6. CommCommCommComments from the Floorents from the Floorents from the Floorents from the Floor

6.1

7.7.7.7. Discussion of Action Plan to Resolve IssuesDiscussion of Action Plan to Resolve IssuesDiscussion of Action Plan to Resolve IssuesDiscussion of Action Plan to Resolve Issues

7.1

8.8.8.8. Other BusinessOther BusinessOther BusinessOther Business

Next Meeting:Next Meeting:Next Meeting:Next Meeting: xx/xx/xxxx : xx:xx AM/PMxx/xx/xxxx : xx:xx AM/PMxx/xx/xxxx : xx:xx AM/PMxx/xx/xxxx : xx:xx AM/PM


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9.4 Notification to the Community

[INSERT MONTH] [INSERT YEAR]

[INSERT INFORMATION ON PROJECT STATUS AND/OR NOTIFICATION OF WORKS]

How can I have a say?Youre welcome to provide your feedback on the proposal by emailing [email protected] writing to:

Community Relations Glenbawn Dam Project

Att: Communications Manager

Locked Bag 1000

Newcastle NSW 2300

NOTICE TO RESIDENTS AND BUSINESSES

Contacto Enquiries: 1800 123 123o Urgent enquiries or complaints 24 hours: 1800 321 321o Email: [email protected] o Visit: www.glenbawndamproject.nsw.gov.au

[INSERT PROJECT PHOTO IF REQUIRED]

Documents

Communications Mgt Plan - 11102015