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Final Report: USAID Ghana Health Team Knowledge Needs Assessment USAID Knowledge for Health Project Lead Investigator: Peter Hobby, Management Sciences for Health April, 2013

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Page 1: Final Report: USAID Ghana Health Team Knowledge Needs ... · Final Report: USAID Ghana Health Team Knowledge Needs Assessment USAID Knowledge for Health Project Lead Investigator:

Final Report: USAID Ghana Health Team Knowledge Needs Assessment USAID Knowledge for Health Project Lead Investigator: Peter Hobby, Management Sciences for Health April, 2013

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Table of Contents Background ................................................................................................................................................... 4

Methodology ................................................................................................................................................. 5

Major Findings .............................................................................................................................................. 7

Environment Scan ..................................................................................................................................... 7

Audience Needs Assessment .................................................................................................................. 12

Information flow ................................................................................................................................. 12

Information use ................................................................................................................................... 12

Information storage and sharing ........................................................................................................ 12

Information Systems Assessment ........................................................................................................... 14

Desktop systems .................................................................................................................................. 14

Online platforms and systems managed by USAID ............................................................................. 14

External platforms/systems ................................................................................................................ 14

Access and use of systems by key stakeholders .................................................................................. 15

Recommendations ...................................................................................................................................... 16

Conclusion ................................................................................................................................................... 20

Annex A: K4H Country Visit Schedule ..................................................................................................... 21

Annex B – Environment Scan Interview Questions ................................................................................. 22

Stakeholder mapping .......................................................................................................................... 22

Information sources inventory ........................................................................................................... 22

Communications channels inventory.................................................................................................. 23

Process mapping for major tasks/products for the communications unit ......................................... 24

Annex C - Audience Needs Assessment .................................................................................................. 26

Information types ............................................................................................................................... 26

Information flow ................................................................................................................................. 26

Information use ................................................................................................................................... 26

Information storage and sharing ........................................................................................................ 27

Annex D: Information Systems Assessment ........................................................................................... 28

Desktop systems ................................................................................................................................. 28

Online platforms and systems managed by USAID............................................................................. 28

External platforms/systems ................................................................................................................ 28

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Access and use of systems by key stakeholders ................................................................................. 28

Annex E: Google Applications Background Resources............................................................................ 29

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Background The USAID/Ghana health team has renewed its commitment to health data and information for decision making with the addition of a new communications position for the team. The focus on interventions that increase local demand for information and facilitate its use are intended to enhance evidence-based decision making and to help make health systems more effective. As a result, the USAID/Ghana Mission has requested assistance in ensuring that the data that they have collected from their partners is being adequately captured, organized, synthesized, communicated and shared in a strategic way that tells the story of USAID’s contribution in the fight against HIV/AIDS in Ghana as well as with other USAID Missions in the region and donors. The experience from the HIV/AIDS efforts also offers potential models for other health sectors to consider. The Knowledge for Health Project piloted a method for a rapid Knowledge Needs Assessment (KNA) in February 2013 in an effort to more fully capitalize on the role of communications to strengthen USAID/Ghana’s role in supporting development in the country. From the start, the KNA was developed to suit the organizational context of USAID Ghana’s health team. To fully realize the results generated by the projects and share those with appropriate audiences quickly and efficiently, an operations-oriented approach was undertaken for the needs assessment to focus efforts on near-term, attainable approaches and tools for immediate use. The KNA was undertaken over four days, equally divided between meetings, interviews and research at USAID/Ghana and site visits to partner offices and local beneficiary sites. The organizational structure of USAID’s health team and their relationship to the USAID Mission provides some unique opportunities. The health team has its own communications staff, positioned to coordinate with the Mission and the U.S. Department of State’s public affairs office. The USAID Mission also has a central Development Outreach Coordinator in place as well as short term technical assistance ongoing during the first half of calendar year 2013 to further strengthen the Mission’s communications portfolio. The health team communications expert is a new position put in place in FY 2013 and apart from the communications role was also envisioned to encompass elements of results reporting, building on data collected and managed by that same position. While this combination of communications and reporting may have provided an additional opportunity to integrate the sense-making role of narrative traditionally handled through communications with the evidence and analysis-based emphasis used in reporting, the two functions have been parsed out to different positions given the workload requirements. While the use of information and audiences for both are somewhat distinct the USAID/Ghana Mission’s interest in integrating the two functions could build on the complementary nature of the two tasks.

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Methodology The methods used for the KNA targeted three broad aspects relevant for USAID/Ghana’s health team:

1) An environment scan 2) An audience needs assessment 3) An information systems assessment

The overall approach to methods was to keep them simple and unobtrusive so that the full range of relevant issues could be covered in the time available. The communications staff position is relatively new to the Mission and this snapshot KNA is intended to inform further development of that function within the health team. The KNA was conducted through key informant interviews, focus group sessions and hands-on reviews of systems and processes. The interview questions per subject area are included in the annexes to this report. The environment scan was composed of the following elements:

Stakeholder mapping – to illustrate the networks and organizations influencing the health team and begin to show areas of possible influence for future efforts.

Information sources inventory – to capture the range and quality of sources available to the health team.

Communications channel inventory – to outline options for the health team to share information inside and outside of USAID.

Process maps for major tasks and products for the communications unit – to begin looking for areas where operational aspects or communications and knowledge exchange could be strengthened or streamlined.

The audience needs assessment focused on information flow, use, storage and sharing within the range of needs supporting communications functions for the health team. In order to gain a sense of the context partners’ work in to generate information for USAID, several site visits were also conducted in Accra and surrounding areas. The information systems assessment was carried out through a review of existing platforms and key informant interviews to assess options for desktop systems, USAID online platforms, external online platforms and access and use of systems by key stakeholders. As a bridge between the methods used for this KNA and follow-up by USAID/Ghana – a learning loop approach to new activities offers the opportunity to learn while piloting new activities. As with any change or refinement in operations, there will be a need to assess and realign as new approaches are tried and current approaches are refined. To make this process more transparent and intentional, USAID’s guidance on conducting After Action Reviews (AARs) (http://pdf.usaid.gov/pdf_docs/PNADF360.pdf) provides an excellent resource to help teams learn by doing. The guide covers all the material needed to help strengthen a learning culture and derive value even from less successful efforts. In addition to AARs to support change management, communications guidelines for USAID/Ghana have been developed as a partner publication to this report to provide additional resources. The guidelines include practical material on communications as a discipline to support positive health outcomes, effective storytelling techniques and approaches to develop strategies for communications. The

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guidance provides important examples of how to gather, synthesize, share and apply information to support program success.

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Major Findings

Environment Scan Stakeholder mapping

USAID/Ghana works in a complex organizational environment that is reflected in the range of stakeholders interested in communications and knowledge exchange activities. The traditional role of communications as a public affairs vehicle does not capture the full scope of activities underway nor the full potential of communications for the Ghana health team. The communications staff has the additional responsibility of supporting results reporting and has additional opportunities to assist with outreach within USAID/Washington Global Health and Africa Bureaus. This spectrum of activities paints a more complete picture of the present and potential role of communications in supporting the Mission’s work. For the public affairs function, the communications staff acts as important intermediaries to collect, distill and share the individual partner reporting. While each partner has an outreach component as well as a results reporting component developed to some extent – it is the communications staff in coordination with the technical and management team that integrates messaging at the programmatic level. Given the dependence on partner reporting for this function, regular and substantive exchanges with partners is an important source of information for program-level communications. The communications staff relies on input from the partners either submitted directly from partners or through the USAID management or technical teams. The reporting cycle and relative importance put on communications by partners can make dialogue around the depth and quality of reporting a challenge. Time constraints on the technical and management side within USAID also can affect the depth and timing of communications products. In addition to these fairly common constraints to communications – the USAID/Ghana Mission also faces a challenge in handling public communications around certain of its activities. For example, the social norms surrounding same-sex relationships make external communications on important interventions very challenging. For this reason, this is not a regular area of emphasis for the communications staff but one monitored in order to gauge the need to mediate in case of conflict or controversy in the country. This is also an area where close collaboration with the Department of State is warranted given the possible larger diplomatic implications. That said, as part of a larger view of communications in providing material to USAID and appropriate international organizations, there is still a part to play in sharing important developments for under-served at risk populations. Taking a network view of stakeholders for public affairs – the general sources for reporting include: USAID partners for implementer-level content, USAID technical staff in the Mission for programmatic content across activities and USAID Washington Bureaus and initiatives for policy and subject specific reporting like USAID Forward, PEPFAR and PMI. In the case of major initiatives external to the USAID/Ghana Mission like PEPFAR, the communications staff also plays an important role in synthesizing material for submission to those initiatives directly. This source material is gathered, reviewed and synthesized to help project an appropriate image of USAID programming in the country. The stakeholders in disseminating material include the USAID Mission itself, USAID Washington, U.S. Department of State, affected Ghanaian Ministries, Ghanaian professional and technical fora and local popular media.

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From the standpoint of interest and influence outlined in Annex B, there is an interesting dynamic between partners and the communications function at USAID. The partners are implementing in the field through agreements with USAID managed by staff within the Mission. The communications function within each partner agreement is under the management of those other USAID staff – not the central communications staff for the health team. However, the health team communications are dependent on quality input from the partners. This matrix approach to managing this function can create tensions between partner expectations as mediated by USAID activity managers and the needs of the communications staff for material. Some potential solutions are outlined in the recommendations section to assist with strengthening relationships and flows of information. Communications products can take the form of documents, presentations and representation at events. The time required to craft messages for these various stakeholders, and the staff available, has necessitated an initial focus on general products such as updates on activities and program briefs that represent USAID’s work in broad enough terms to serve the widest possible audiences. An important adjunct to the general messaging on USAID programming is the support provided to senior Mission management and technical staff for particular events. This more targeted type of communications support allows the staff to assist with leveraging communications as education and advocacy to help bolster program activities. This kind of support also transitions into working with the second general group of stakeholders – internal USAID bureaus and offices. There is a general recognition that success story reporting is but one of several kinds of communications messages and one that has become formulaic in some cases and possibly less effective. There is an interest in pursuing lessons learned and reporting across partners to show impact on a more programmatic and regional scale. The role of communications in capturing lessons learned could increase as several USAID agreements are coming to a close in the near future. The Communications Guidelines associate with this KNA provide more detail to help develop communications products and develop a communications strategy addressing specific audiences. Within USAID, there is a demand for support to technical teams like the HIV/AIDS staff to help translate more highly technical deliverables into content accessible to decision makers and the general public. This work within the Mission to assist with USAID analysis and reporting, not managed through partners, represents an important opportunity to strengthen USAID internal technical capacity. In the case of the HIV/AIDS team, this may be especially important as a means to buffer some of the anticipated technical staff changes. This is an area that was discussed during the field visit with the HIV/AIDS team leader but was not underway at that point. In addition to communications support within the Mission, the communications staff has the potential to provide support to communications with USAID/Washington offices. During the field visit, the need for more effective representation in headquarters decision making was discussed. The dual role played by communications to both provide content for general reporting as well as results reporting offers an opportunity to strengthen internal representation of USAID/Ghana in Washington-based contexts. As a highly successful Mission, USAID/Ghana attracts many high-level visitors and is often thought of as a natural place to pilot new initiatives like the health and nutrition coordination with the Feed the Future Program. The role of communications as more an internal facilitator to get ahead of issues and share the Mission’s input as early in decisions as possible was an area discussed briefly during the field visit and important to explore further. Internal results reporting also represents an opportunity to better tell the Mission story through data and results. Currently the stakeholders involved include partners as sources of data via the quarterly and

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annual report process, Mission management and technical staff to validate results and USAID Washington offices as recipients of reporting. By building program-level reporting on partner-level data, there is a shared interest in data quality with individual USAID managers as the main intermediaries. The communications staff has a potential role in explaining the value of timely accurate reporting to partners as a representative of the larger Mission reporting requirements. Recognizing the communications staff position is relatively new to the health team, this role and the linkages to central monitoring and evaluation and activity management are expected to evolve. Presently, the communications staff is maintaining a spreadsheet built largely on reporting data gleaned from partners through routine channels. Information sources inventory

The communications function relies heavily on project reporting for material on activity updates and results reporting. Semi-annual and annual reports are core resources as well as activity-level communications materials and project websites. These sources are used for briefers and descriptive material for projects and programs. Technical teams also provide source material and validate/review content to ensure the overall accuracy of USAID/Ghana communications. In general, partners provide secondary source material already formatted as documents with accompanying charts, graphs and maps. The role of communications is to synthesize reporting rather than to perform original research. In this respect, the communications function is dependent on the analytical rigor of the partners. Much of the material is oriented toward informational uses, such as activity reporting and success stories. Datasets when they are collected by partners are not part of the regular flow of information to communications. As referenced earlier, results reporting coming to communications is generally in the form of narrative and tabular data included in quarterly and annual reports. PEPFAR does require a separate reporting flow and that data is handled by program office staff separate from the communications function. To put the partner reporting in context and stay abreast of developments in the country, the communications staff uses internal staff meetings and coordination with the Department of State’s Public Affairs office. This larger context is important to balancing any one set of reports against the larger Mission goals and objectives. Communications channels inventory

The USAID/Ghana Mission has several key communications channels available. They include direct coordination with the Department of State’s Public Affairs office for local media and events, the Mission website, USAID/Washington Ghana webpage, USAID Impact Blog, USAID’s Facebook page, partner websites, printed material and events. For internal communications, there are office and technical level email groups, the USAID intranet, the Developedia wiki and an internal blog platform. The Google Applications platform also provides a means to share documents and spreadsheets within and outside USAID as well as create internal webpages. Although probably not exhaustive, it is clear that there are multiple channels to reach a range of audiences. A strategic approach to using these channels is required to fit the capacity of the Mission. An important part of the health team strategy is coordinating as appropriate with the Department of State and USAID communications staff. That plus the USAID/Ghana Mission webpage are the central focus of online communications at the time of the KNA. Hard copy prints of activity and program briefs are used for events, visiting staff and email distribution. For details on developing new approaches to expanded use of these channels, please consult the associated Communications Guidelines document developed for USAID/Ghana.

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The USAID/Ghana Mission webpage - http://ghana.usaid.gov/ - provides an important local platform for the health team’s communications. The site as-is appears to be working and has the major sector areas represented. With simple navigation and a mapping feature, the site is accessible to the full range of public audiences for general background about the Mission’s efforts in-country. The site content appears incomplete and does not represent the full range of health activities currently underway. The consultancy supporting the Mission DOC could be instrumental in remedying this shortcoming. If site management is shared with USAID/Washington’s CIO office, this may be an important relationship to revisit to strengthen more timely updates. Existing activity and program briefers are a natural content element to include in a revamped set of health sector pages. If this site is negatively affected by USAID overall changes in web and communications platforms, planning should begin, if it has not already, to decommission the site and redirect to USAID’s main web presence at http://www.usaid.gov. It was unclear at the time of the field visit if this was the case with overall USAID plans for web communications. The USAID/Washington-sponsored Ghana page also offers opportunities for visibility within the larger construct of the Agency’s overall web presence. The site relevant for the health team - http://www.usaid.gov/ghana/global-health - has important general program area information but lacks any detail on specific activities within the country. The news feature, while useful in principle, is presently out of date with no updates in 2013 as of this writing. This lack of detail has a potentially negative effect on public perception of activities in Ghana. General program documents, such as the CDCS (http://www.usaid.gov/sites/default/files/documents/1860/Ghana_CDCS_fy2013-17.pdf), are not readily available through either page. USAID/Ghana’s Facebook page - https://www.facebook.com/USAIDGhana - represents another important platform in the social media space to reach additional audiences and provides a potentially rich multimedia experience for public audiences. The State Department’s Embassy of Ghana page (http://ghana.usembassy.gov/index.html) and their associated Facebook page (https://www.facebook.com/USEmbassyGhana?ref=hl) are high visibility destinations regularly maintained by a central team. To the extent possible, cross-posting to these sites while maintaining reference to USAID would be an excellent opportunity. There was no recent visible USAID material listed as such on either page as of late March 2013. If this is an artifact of a Department of State policy, it reinforces the value for the team to maintain a separate public platform. The recommendations section will cover potential approaches to increase brand visibility for USAID/Ghana’s messages. For internal communications, the weekly bulleted headlines of program activity are a staple of internal communications. Major news and events are regularly gathered by communications staff and submitted via email to USAID/Washington for inclusion in senior staff briefing materials. Process mapping for major tasks/products for the communications unit

A formal effort to conduct process mapping was precluded because of the short timeframe of the country visit. The concept was reviewed and in general terms the flow of information and responsibilities around activity and program updates and results reporting was discussed. Annex B includes an approach to process mapping appropriate for USAID/Ghana staff to undertake as part of general communications planning.

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One of the options discussed during the field visit was to use a shared calendar to get the basic timing information more visible around communications events and products. For this exercise, it was recommended that the Google Calendar feature available to staff be considered for this application. The health team communications staff shared in a subsequent communication that the pilot to use Google Calendar had been undertaken with modest results. While the calendar could readily be created, sharing the calendar and ensuring staff access necessitated additional training and technical support. To expand on the use of a calendar approach to map a process, it may be more effective to conduct an in-person meeting first, then move to support through online tools.

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Audience Needs Assessment Information flow

As was outlined in the stakeholder mapping section, there is a dependence on partner information for communications products. In terms of information flow; for grants, cooperative agreements and contracts those partners generate content as part of their activity implementation. The information can be jointly developed with USAID staff in the case of some technical analysis. In general, partners generate progress reports and success stories, quarterly and annual reports, and technical analysis. These products are sent as completed pieces, often without supporting data other than tables in annexes, to the USAID staff responsible for managing the activities. The communications staff then relies on the management staff to forward material to be used for communications materials. In addition, the health team communications staff may also work directly with partner staff either via email or through site visits. This approach offers the benefit of more focused information extraction from partners and a more tailored set of inputs into the communications process. Communications staff will then re-purpose content and material will flow either out to public audiences or to internal stakeholders within USAID and the Department of State. The information may end up as a final formatted briefing piece, to be stored for print and online access, or as presentation material, to be delivered in person by USAID staff. Information use

Information use through the communications staff of the health team was at one point intended for two purposes – communications and results reporting. This combination of descriptive material through communications with the results-oriented material on impact was intended to strengthen the two separate streams and build complementary systems. Since the field visit for the KNA, the results reporting stream has been separated from the communications channel given the resource requirements needed to successfully implement both activities. The focus presently for the communications team on use is knowledge sharing for communications and outreach. The main audiences are the Ghanaian public, international partner community, United States public and internal technical staff and decision makers. The intent is to inform about positive impact from the investments made in health programs and share lessons learned to deepen the appreciation of USAID efforts. The material generated by implementing partners is most often packaged as briefers by subject and program area and used to educate all the audiences from a standard base of material. Additionally, one-off PowerPoint briefers and one-pagers are used for internal presentations and participation in public events by senior staff. The USAID-generated material generally does not flow back to the partner communications materials. There is also an issue presently with USAID/Ghana updating their web presence in a timely fashion and that is hampering communications and knowledge sharing efforts with external audiences. Once that access issue is resolved, public communications efforts will be greatly improved. Information storage and sharing

USAID/Ghana uses the internal network shared drives to store completed material. Over the years, there have been multiple approaches to file management used – resulting in disparate pockets of material that current staff can access and use. Technical, program and communications staff do have access to the same files on the internal shared drives, allowing for basic collaboration across teams. Version control remains an issue and shared writing activities can become burdensome with tracking changes and versions sent via email rather than saved to a shared drive adding to the complexity. Other

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than the basic information captured through the Windows Explorer interface and the document meta-data, there is no additional way to organize and access files on the shared drives. File name and date are the two most prevalent ways to sort information. Email is a popular means to share files and is in some cases used as an alternate access point to using the shared drives Emails with attachments are kept by individuals and searched and sorted as a means to access the associated files. This somewhat ad-hoc personal information management is handled on a per-person basis – relying on the organizational skills and interest of individuals. USAID does have available other online file management options such as files associated with communities of practice and SharePoint systems but these options were not in use at the time of the KNA. There are also hard copy files of printed communications materials used for in-person events and meetings. These files are maintained by the communications staff for ready access to support events and visitors.

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Information Systems Assessment Desktop systems

USAID/Ghana communications staff has the standard Microsoft Windows suite of applications running on the standard USAID Microsoft desktop platform to work with in creating and managing their communications materials. There are a limited number of additional applications potentially available for installation, should the individual staffer request it through IT systems support. The standing list of available applications is available through the USAID CIO’s office. Any additional applications needed – Adobe InDesign for desktop publishing for instance – is likely to require purchase by the Mission and installation by local IT staff. The additional applications are likely to be supported by online forums or other help systems external to USAID. Online platforms and systems managed by USAID

The larger landscape of online resources has been covered in the “Communications Channels” section of the report. There are three public online platforms managed by USAID writ large on Ghana.

1. The USAID/Ghana Mission web page - http://ghana.usaid.gov/ 2. The USAID/Washington-sponsored Ghana page http://www.usaid.gov/ghana/global-health 3. USAID/Ghana’s Facebook page - https://www.facebook.com/USAIDGhana

All three online platforms represent opportunities to share health team success stories, lessons learned, technical products and progress updates. At present, the two webpages under-represent the important work underway by the Mission and do not reference each other. At the time of the KNA, there were discussions underway to revamp access to the USAID/Ghana Mission page to refresh the content. The ability to update the USAID/Ghana webpage and integration with the USAID/Washington-hosted page offer important synergies to boost visibility across the board for USAID’s work in country. The USAID/Ghana Facebook page represents another significant means to reach local and global audiences. According to a recent survey, approximately 64% of Internet users also regularly use Facebook1. The ease of updating and the links to social networking make Facebook an important platform for the health team to exploit. While there may be sensitivities in working with the Department of State in this area, it is worth pursuing use of Facebook in some fashion to share the health team communications. There are also numerous online internal platforms available to the health team for use within USAID. As of the time of the KNA, these platforms were not in use. Before considering investing time and energy in building out visibility internally, it would be advisable to survey core internal stakeholders on their current preferred platforms. External platforms/systems

USAID partners frequently develop webpages for their activities. In the case of programs reviewed as part of this KNA, only the Ghana Water and Sanitation for Health Project (GWASH - http://ghanawashproject.org/) had a stand-alone webpage. Using an open source platform (Wordpress) to create a cost-effective, easy to maintain web presence has afforded this activity visibility and USAID easy access to partner content. Specific project/grant deliverables were not reviewed as part of this KNA but depending on the overall goals of the communications efforts, partner communications through specific websites could be an important addition to boost visibility and access for the health team

1 http://www.socialbakers.com/facebook-statistics/ghana

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overall. Branding and the managing editor function of clearing content can be directed through standard language used in USAID contract documents. The State Department’s Embassy of Ghana page - http://ghana.usembassy.gov/ - provides an alternate means to reach local and global audiences. This is most appropriate for jointly sponsored public events – less so program updates or technical content given the focus of communications from the Embassy. While the PEPFAR and PMI webpages provide important general information, the USAID/Ghana Mission’s ability to leverage those for specific communications needs is limited. However, those are both resources to be included in a refreshed USAID/Ghana web presence. Access and use of systems by key stakeholders

An extensive review of systems used by key stakeholder was not conducted as part of this KNA. There are a couple of pieces of conventional wisdom that may help direct assessing systems around specific communications events. First, decision makers are often too busy to pull information from existing systems. Finding a means to get their attention – either through live events, brief news flashes through existing channels or popular media – may be important vehicles to focus interest on health team issues. Using major activity milestones to host events can be an effective means to reach local decision makers. Secondly, mobile technology may be the most pervasive means to access online content locally. This presents challenges in formatting and access particular to this medium. Hard copy flyers and posters may be far more effective if distributed strategically to reach local populations. Many of the local public health practitioners are operating with paper-based systems; so to reach them with messaging, hard copy is most appropriate. Partners often use SMS and Skype for program management communications. These channels are valuable for brief push messages to drive readership or participation to other sources.

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Recommendations Below are recommendations intended to help strengthen the quality of products developed by the communications staff, improve efficiency of operations and better represent the important work of the health team to all stakeholders. Where possible, recommendations build from existing practices and systems to support sustainable adoption.

Recommendations Context 1. Develop specific strategies for the

USAID/Ghana main communications products using the associated “Communications Guidance” prepared for the Mission.

Communications and knowledge sharing are often an afterthought for organizations and programs. To help make communications and knowledge sharing relevant to positive health outcomes the associate practices of gathering, synthesizing, sharing and applying information should be part of activity design from the start.

2. Resume monthly communications meetings, with AOR support and coordinate with results reporting staff.

In 2012, the communications team hosted monthly meetings for communications staff to share updates on recent work. This kind of regular face-to-face meeting can be a high value event not only to share updates and best practices but for USAID to push out new guidelines and policies to enrich the flow of information from partners.

3. Develop an archetype of desired reporting and disseminate to partners as a model for reporting.

Quality reporting on the value of USAID’s funded work can be hard to come by when partners report only on inputs and tasks accomplished. Using an example of successful reporting that captures both the “how” of an activity and the result or impact is an effective way to help model the desired behavior.

4. Develop and distribute a production calendar for all regularly scheduled and major special event activities. Include roles and responsibilities with reminders when possible.

Managing communications projects reliant in external inputs and clearances can present organizational challenges to the health team with limited staff resources. When possible, communications of clear time requirements for tasks can help the team plan for engagement more strategically.

5. Develop a health team contact list for use by the communications staff.

Social networks are important means to reach and influence stakeholders. A pooled contact list – developed with input from technical and management teams – can help target dissemination of publications and event announcements.

6. Budget time for an initial pilot to support the HIV/AIDS team with technical assistance on writing.

Technical staff on the HIV/AIDS team expressed a willingness to use communications resources to help draft material based on emerging research from partners to translate technical jargon into more accessible language. This in-reach within the

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health team provides an opportunity for communications staff to learn technical disciplines and directly support dissemination of technical material.

7. Establish easily updated infographics, associate with data files if possible.

Infographics are growing in popularity to relay complex sets of associated information in an easy to read, accessible fashion. As a step toward expanded use of this visual communications medium, Excel charts can be developed to use data from spreadsheets updated as data is refreshed. The charts in turn update automatically.

Following are a series of recommendations to support communications, expanding on use of the Google Applications platform.

8. Pilot the use of Google Docs for writing co-authored documents. This will help manage version and provide a central place for revisions and comments to be viewed by a team without losing material in separate inboxes or multiple iterations on a shared drive. Final versions can be exported to Word for use in templates. Use tags to classify individual documents with multiple attributes for easier retrieval. For example, a single file could be listed under “HIV and AIDS”, geographic region and implementing partner – with a single file accessible in any of those three lists.

9. Use Google Forms for data collection within USAID and the partner community. Forms in Google offer an easy way to gather information in a fashion similar to applications like Survey Monkey, resulting in a clean spreadsheet format for data separate from the data entry form.

10. Use shared contacts and calendars in Google for improved coordination and task management.

11. Google Sites offers fast, template driven websites to organize and share collections of information. Pilot use to organize and provide access to standard set pieces from communications. Sites for sharing structured information allow for easy updating.

12. Use Google Chat or USAID Connect for meetings to overcome Accra’s significant

IT platforms can offer solutions to data management and collaboration – but only if their use fits with work at hand. With limited staffing situations as with the health team’s communications efforts, practical use of IT platforms could have significant benefits. During the KNA, it was discovered that USAID has access to the full suite of Google Applications for cloud-based office automation and collaboration support.

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traffic congestion and reach dispersed participants. Meetings out of the building can be laborious to attend in person. Google Chat or USAID Connect both offer options to meet real-time online without the need to travel. While Skype is ubiquitous in the partner community, Google Chat is an option almost as widely used. USAID also has the USAID Connect system although the training requirements may be a little greater.

13. Coordinate with the CIO’s office for training support on use of Google to enable broad use across the Mission. See Annex E for additional material.

14. Invest in adequate training so that USAID/Ghana can readily host meetings to engage USAID/Washington decision makers in GH and AFR Bureaus.

USAID Connect presents an opportunity for USAID/Ghana to engage USAID/Washington for face-to-face online meetings. The ability to meet virtually offers the chance to overcome distance for important discussions on strategy and programming.

15. Establish governance for key areas on the P: drive – as the PEPFAR team has for reporting. Used controlled access and versions where needed and establish naming and tagging conventions for easier retrieval. Additionally, establish and enforce an archiving policy to clear out old documents on shared drives.

File management on the shared drive or via Google Docs still requires norms and governance to greater efficiency and access.

16. Research options to use online webinars to share lessons learned. USAID Connect may serve in this capacity – USAID’s Knowledge Driven Microenterprise Development project has several examples of successful webinars and e-consultations (http://microlinks.kdid.org/)

The history of USAID investments in Ghana is considered a success story in and of itself. To help boost USAID/Ghana’s thought leadership on development programming, public online events can offer a means to share lessons learned.

17. Consult with USAID’s Legislative and Public Affairs Bureau for guidance on how to refine procurement language to more efficiently and consistently generate material for communications.

To institutionalize content generation to meet USAID’s ongoing needs, boilerplate procurement guidance can help normalize responses from partners and make explicit requirements for proper budgeting.

Suggested sample story lines – Breaking away from project-based reporting

Feed the Future and nutrition – the early phase – what’s the plan, how will it be implemented (to talk about upcoming work-report on plans).

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Focus on Ghana government direct support – Ghana AIDS Commission, Ghana Health Services – talk up support to country ownership and USAID’s direct role.

PMI and PEPFAR activities – composite report against funding streams.

GWASH use of mapping – to organize data and visual verification.

Implementing partners working with government agencies – story on capacity building?

Coordination across USG – CDC, Peace Corps (working with FOCUS on wells too) – coordinating on Kayayee

Gamoa as a geographic location where services are coordinated and results happening – geographic focus on Community-Based Health Planning and Services (CHPS) – coordination by project staff, local council and volunteers

Video interviews – Debbie and SHARPER, Valerie and BCS – show their passion for development.

Life of a community organizer – BCS example of young chief, learning the value of listening and sharing what he knows.

HIV messaging from new research and analysis for Global Fund and Ghana AIDS Commission to balance current stigma and conventional wisdom about PLHIV. Use for advocacy – appropriate messaging to Government of Ghana to address the question: “With such low test results are we looking at the right groups”?

Boston University and University of Kamasi – nine studies in 3 years – mine for results/findings – share what USAID/Ghana is learning.

To develop future stories, ask USAID/Ghana travelers to look for new material, mine trip reports, check web for reporting on partners and restart the Implementing Partner communications meetings referenced above.

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Conclusion This KNA offers a snapshot of the challenges and opportunities facing USAID/Ghana’s health team in managing information for communications and decision making. This assessment is intended to further the internal discussion on how to strengthen the networks and systems moving information to and from the Mission. It is clear from the brief field visit that this is a dynamic environment, requiring solutions that allow for rapid response from a small team and not requiring large budgets. The recommendations to connect face-to-face, tailored guidance to partners, use existing tools in creative ways and strengthen networks inside and outside USAID – are all aimed at helping expand the reach and influence of USAID/Ghana. That said, there are changes in behavior and organizational culture that would help facilitate this expanded reach. The adoption of new tools and new processes can entail some false starts and the need to redirect. The USAID guidance on After Action Reviews referenced in the methodology section can help support positive behavior change and serve as an important management tool to assess the viability of new activities. With an adaptive management approach to strengthening communications and knowledge exchange, USAID/Ghana can capitalize on new opportunities and continue to be a thought leader for development in West Africa.

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Annex A: K4H Country Visit Schedule February 11-15, 2013 Monday [note: meetings deferred to later in the week or cancelled to accommodate change in travel schedule due to weather] USAID Internal Meetings 08:30-10:00 HPNO Staff Meeting [Unable to participate] 10:00-11:00 Health Office Leadership- 1 hour [Included in debrief final day] 11:30-12:30 DOS, PAO (Jeanne and Dzid) (Jeanne’s office in Main Chancery)[Rescheduled for Tuesday] 12:30-13:30 Working lunch with Alicka (if you wish) 14:00-14:30 Program Office (Belien and Tom) [Cancelled] 15:00-15:30 M&E (Edwin) [Cancelled – Edwin included in focus group discussion] Tuesday Morning meetings with Program Managers, representatives per key element (FP/RH; MCH/Neonatal; Nutrition; WASH, TB, Malaria, HIV/AIDS) 08:30-09:30 HIV/AIDS/ TB teams 10:00-11:00 Nutrition, MCNH and FP/RH 11:30-12:00 WASH (Reserve Conference Room 3102 for entire morning) 12:00-13:00 Working lunch with Melanie 13:30-16:00 Information Systems Assessment

Desktop systems Shared Network Drive (“P Drive) – Alicka, Irene & Mary

Online platforms and systems managed by USAID FACTS Info – Alicka, Irene, Mary

External platforms/systems USAID.gov (internet and intranet; Agency-wide and Ghana-specific page) PEPFAR.gov

Wednesday Visit with Partners in the Field (Central Region)

Communication Staff of Implementing Partners 06:30-08:00 Travel to Gomoa West 08:00-10:00 meeting with BCS and community residents 10:30-12:00 meeting with FOCUS team and community residents 12:30-14:30 meeting with WASH team and community residents 14:30-16:30 Travel back to Accra Thursday Visit with SHARPER Partners in the Field (Greater Accra Region) 09:00-12:00 meeting with fhi360 12:00-13:00 Lunch in the field 14:00-16:00 meeting with Heartland Alliance [cancelled] 20:00-22:00 interviews with key populations in the field Friday Time in the USAID office reviewing material from the week 11:00-12:30 Outbrief with Melanie and Laurel

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Annex B – Environment Scan Interview Questions Stakeholder mapping

Stakeholder mapping is an important aspect of the general discipline of stakeholder analysis applicable to knowledge exchange and communications activities. Stakeholder mapping helps refine the focus of an activity – an event, process or product for the purposes of the KNA – and improve the likelihood of a positive response from the intended audience. Stakeholder analysis can be defined as:

“Stakeholder analysis in conflict resolution, project management, and business administration, is the process of identifying the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them. This information is used to assess how the interests of those stakeholders should be addressed in a project plan, policy, program, or other action. Stakeholder

analysis is a key part of stakeholder management2”.

To begin building a list of stakeholders think in terms of consumers, producers and those affected by outputs from your activities. Discuss the following issues and take note per individual or organization:

Identification: Who will receive the materials you generate? Who will work with you to implement them? Who is considered an expert from your organization and from other organizations about different aspects of the activity? Who serves as your champion in the client organization? Who is paying for the activity?

Interest: What direct benefit do stakeholders expect to get from the materials you generate? What additional outcomes do stakeholders expect, if any? Are there changes stakeholders are expected to make as a result of the activity? What resources are stakeholders willing (or not willing) to provide? How do stakeholders feel about each other? Do stakeholders have conflicts of interest concerning the activity? For which stakeholders does your material help to meet their goals, needs, or interests (or not)?

Influence: What legitimate authority do stakeholders have in the organization (e.g., are they responsible for budget or technical quality and information)? From where do stakeholders get their leadership authority (e.g., is it formal or informal)? Who controls strategic resources for the activity? How much negotiating power or influence do stakeholders have over others?

Impact: Based on your understanding of the stakeholders, how will each stakeholder impact the activity (negatively or positively)? How much will these impacts affect the success of the activity? If they can impact the activity negatively, how can you prevent or correct the situation? If the activity is impacted positively, how can you make the most of it?3

Information sources inventory

The questions below are intended to help document the formal and informal sources of information available. These are meant to guide a discussion and should be adapted to specific interview contexts. For a given subject area, which sources are currently used to inform communications products? Who owns the information and does that affect access? Ask for specific examples whenever possible.

Partner reporting

USAID reporting

2 http://en.wikipedia.org/wiki/Stakeholder_analysis

3 Adapted from “Ask these questions to reach your stakeholders”, Lauri Elliott, November 2001, Techrepublic

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Books/monographs

Journals

Conferences and events

Databases – external (World Bank, CDC, etc)

Databases – internal (FactsInfo, Knowledge Services Center etc.)

Own network of friends and contacts

Social media o Blogs o Wikis o Discussion groups

Web sites

Images and audiovisual materials

Geo-referenced and mapping materials/data

Interviews

Site visits

Other? For each relevant source from the list above, please respond to the following questions:

Do you access this resource yourself or use a third party?

Do you tend to use content as-is with a citation or paraphrase?

Are you using data to generate graphs/charts and/or infographics?

Are you responsible for maintaining information sources?

Is there extensive manipulation required to make the material useful?

Do you consider the source to be authoritative?

Do you pay for access to the information?

Do you use multiple sources to confirm a particular point or assertion? Communications channels inventory

How do you get your message out? Use the lists below to engage in a discussion around the purpose of the communication product, the dissemination channels available, and format of the product. This short list describes some of the major purposes of a communications product:

Administrative reporting – within your organization

Administrative reporting – to an external organization

Technical knowledge sharing – internal

Technical knowledge sharing - external

Public outreach/awareness

Education

Project/activity management

Decision making Please discuss the channels below and your use of them in the context of specific examples of products or processes central to your work:

Internal email distribution

External email distribution

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Intranet

Public internet/web

Social media o For example: Facebook, Twitter, blogs, wikis, LinkedIn, Youtube, Slideshare, image galleries

etc.

Mobile platforms/SMS

Public events/conferences/workshops

Internal events/conferences/workshops

Popular media – radio/television

Personal network

Teleconference/video conference

Print Finally, what format are you using the information in (consider print or electronic/online as appropriate)?

Written reports

Publications/monographs/journals

Presentations/PowerPoint

Brochures/fliers/one pagers

Conferences

Web

Social media

Audio/visual Process mapping for major tasks/products for the communications unit

Process maps can be useful tools to build a more complete picture of the effort and resources required to complete a product. Below are quick steps to process mapping for communications products.

1. Using a basic calendar as a model, build a timeline of major steps and milestones to complete a product or update a communications resource. This can be either on a calendar, a Gantt chart or a timeline – to capture tasks and duration.

2. Once the timeline is developed, add roles and responsibilities relevant to completing milestones and ultimately the entire project. Be sure to include the following elements as appropriate with as much detail as:

Data sources

Content providers

Writers

Editors

Reviewers

Management sign-off

Design

Layout

Printing

Web publication 3. Review the process map to assess the following:

Are there tasks with insufficient resources?

Are there process black holes where you lose track of progress on tasks?

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Is there sufficient time to complete the project in light of the larger existing workload?

Do you see opportunities to improve the quality of final products by streamlining/adjusting the process and resources used?

4. Uses of the process map:

To discuss where time and tasks can be adjusted to meet deadlines and more accurately reflect actual resources on the ground (often a first run is idealized and asking the question “who actually gets this done and what does it take” can make this a more accurate exercise).

To demonstrate to managers what it takes to complete a final product and how that relates to an overall work plan.

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Annex C - Audience Needs Assessment Triangulated with the environment scan, an audience needs assessment helps to assess if the right information is getting to the right people in a timely manner. New ideas for communications products may be generated and existing products and processes may benefit from information for improvement. The question areas below may be tied to a specific product or to types of work undertaken by groups or individuals. Use the checklist below for individual key informant interviews and for guiding group discussions with consumers of communications products. Information types

What kinds of information are needed by whom for their work? o Either in discussing a specific product or through capturing roles of participants discussions –

list the main attributes of consumers: Leadership Management Technical Administrative Other

o Basic kinds of information: Written Statistical Graphic Audio/visual Primary source material Secondary source material Analytical Policy Administrative Guidance/directives

Information flow

How does information move through an organization/group? o Moving beyond the original distribution channel – how does information move – several

may apply to an individual product: Hard copy distribution Forwarded email/web site link Briefings Incorporation in another product Word of mouth Formal guidance Inclusion in presentations/events

Information use

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How is information used and applied? Analysis Decision making Management Policy and planning Evaluation and assessment Learning/education Behavior change

Information storage and sharing

How is information stored and accessed? Digital – file storage/shared drive Hard copy – personal collection Organized library Structured database

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Annex D: Information Systems Assessment This checklist is intended to help guide a discussion of the applications and platforms commonly accessible to staff for communications and knowledge sharing. A review of these areas can be used to inform decisions on the mix of skills and staffing to accomplish the goals of the USAID/Ghana health team and other USAID Missions. Desktop systems

List the supported applications available to staff including word processing, data management, design, publication and communications.

Do staff have the skills and/or training available to use the applications available for communications and knowledge sharing?

Is there adequate IT support for standard applications? Online platforms and systems managed by USAID

What applications are hosted on servers or USAID-managed hosting?

Is there adequate training and technical support for all major platforms?

How are individual applications integrated into the work flow of USAID? Can staff easily use and access platforms?

External platforms/systems

What platforms does USAID regularly use outside the Agency?

What clearance/oversight requirements are there for individuals or groups who would like to use those resources?

Access and use of systems by key stakeholders

What USAID-sponsored systems are accessible to stakeholders?

Are there statistics gathered on use?

Has there been a survey of stakeholders on their use of IT platforms and systems?

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Annex E: Google Applications Background Resources The Google website shared with everyone in USAID for technical support: https://sites.google.com/a/usaid.gov/google-support/home. There is also a Google Support Team that worked in person with the Global Health Bureau for quite some time before and during the transition. Each division in the GH Bureau has an "IT Champion." The HelpDesk is supposed to refer people to this team. Their email is [email protected] Initially we wanted people to feel comfortable with Gmail, Contacts and the Calendar before asking them to also start using Google Drive or Google Sites. More people are using Google drive now as a replacement for the shared drives that you can only access from inside the firewall. There was also a recent USAID notice regarding "Google Drive" (this notice is pasted below). What is Google Drive? Google Drive is simply a re-branding/packaging of Google Docs. You will be asked to "opt in" when you next open your Google Docs. Please click "find out more and get started" and follow the instructions. This will not impact what documents are already in your Google Docs, it will only adjust the layout (in a much more usable way!). For more details on Google Docs, Drive, or anything Google related, please attend our Google Thursdays - from 12 - 1 in 4.08 E/F or contact your IT Champion: PDMS: Winifred Kpabar & Ruth Strande P3: Matt Sattah OCS: Emily Jones OHA: Jesse Germanow PRH: Peggy D'Adamo HIDN: Mary Sanitato NOTICE Effective immediately, all Agency personnel can elect to “opt-in” to Google Drive. Once a user chooses to opt-in to Google Drive, the term and header “Documents” will be replaced with “Drive.” This change in terminology will not impact your Google Drive or Google Apps functionality. Google Drive Features and Functionality Google Drive provides users with new benefits and advantages to Google Apps for USAID, including:

Expanded Storage: Due to the increase in storage capacity, users may now upload and store up to 5 GBs in their Google Drive (as opposed to 1 GB that was previously allocated in Documents).

Additional File Type Storage: Google Drive allows users to upload a variety of file types in addition to Google Docs (Documents, Spreadsheets, Presentations, and Forms), including Microsoft Office documents, PDFs, audio files, videos, graphics, etc.

Integration with the Google Apps suite: Google Drive is compatible with users’ existing Google Apps (Docs, Sites, Video, and Chat) account. All files residing within each user’s Google Docs will automatically be transferred to the user’s individual Google Drive.

Real-time collaboration: As with Google Docs, using Google Drive allows users to share and simultaneously view and edit Google Docs in real-time, from anywhere in the world.

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Accessibility and mobility: Similar to Google Apps, all content on Google Drive resides in the cloud and is accessible via any Internet-connected device. This minimizes the need to send large file attachments via email, since documents can be shared instantaneously by providing a user’s email address.

Collections renamed to Folders: Collections will be renamed to Folders once Google Drive is enabled. With Google Folders, users can store the same file or document in more than one folder.

Due to USAID security policy, USAID will not enable the syncing capabilities of Google Drive, which continually replicates a user’s new and existing Google Docs (private and shared) and syncs those files to the user’s hard drive. Please review the How To Enable Google Drive document for more information. Additional Resources and Support To learn more about Google Drive, please reference the Google Drive How-To Guide or visit the official Google Drive page. If you have questions regarding Google Drive, please email [email protected]. For more information about Google Messaging and Apps for USAID, please visit the USAID Google Support Site (googlesupport.usaid.gov). If you have questions regarding this notice, contact the CIO Helpdesk at 202-712-1234 or send an email to [email protected]. ---------- Forwarded message ---------- From: Strande, Ruth <[email protected]> Date: Wed, Aug 15, 2012 at 8:55 AM Subject: GH Google Updates: Using Google Docs To: "GH Mail List (USAID)" <[email protected]> Cc: "Gaffney, Caitlin (M/CIO/BIE:CSC)" <[email protected]>, "Sattah, Matthew (GH/HIDN/ID)" <[email protected]>, "Kpabar, Winifred (GH/PDMS)" <[email protected]>, "Germanow, Jesse (GH/OHA)" <[email protected]>, "Sanitato, Mary (GH/HIDN )" <[email protected]>, "D'Adamo, Margaret (GH/PRH/PEC)" <[email protected]> Dear GH Colleagues, As we prepare for our Gmail migration on October 15, 2012, we encourage you to visit the Google Support Site (googlesupport.usaid.gov), for all USAID Gmail and Google-related questions. The support site includes FAQs, instructional videos, Google How-Tos, and more. This site is a comprehensive repository of training tools and instructional guides to be used before, during, and throughout the USAID Gmail deployment. Next Steps

Thank you so much to those who have already provided the following: o Team Emails, Calendars, Distribution Lists (If you haven’t done so, please fill out the

form here to provide the information)

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o TDY/Leave Schedules in October - specifically between Oct. 9 - 19 (If you haven’t done so, please email your dates to [email protected])

Updates

Starting this Thursday, August 16th, we will be hosting ‘Google Thursday’ every Thursday, Noon-1pm, in Team Room 2 (3.6.145) for all GH staff. This is a great opportunity for face-to-face assistance on gmail and other Google solutions and to get to know some of the locally-grown, organic, GH Google IT champions that you could get help from.

Tips and tricks

Everyone can use Google Docs! o Check out this great presentation on how to use Google Docs:

https://docs.google.com/a/usaid.gov/present/view?id=0AUhlq-5-h_BmZGdma256cmRfNTUzY3ZjN3djZHQ&hl=en_US

Copy a whole folder to your Google Docs from your 'U' or shared drives: o Go to your Google Docs - you can access Google Docs by: 1) clicking on the

'documents' tab on the tool bar in your USAID Gmail, 2) going to http://google.usaid.gov and clicking on the Google Docs image, or 3) going to your desktop and clicking on the Google Docs shortcut.

o Check the upper right-hand corner to make sure you are logged in with your usaid.gov email address. If not - please log out of your personal email to proceed.

o At the Google Docs home screen - click the hard-drive image next to the 'create' button on the top left of the screen.

o Choose 'folder' o Find and highlight the folder you want to copy to Google Docs and click OK o Your folder will now appear as a "collection" in Google Docs on the left-hand column o Click on your new 'collection' to find the contents of your folder! o This 'collection' will be private and visible only to you unless you choose to share it

with others. Visit googlesupport.usaid.gov to learn more about sharing and collaborating with Google Docs.

Thank you, The GH Google Migration Team

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USAID/GH GMAIL MIGRATION

Frequently Asked Questions (9/13/12)

Why GOOGLE & GMAIL?

● Mobility - Work is what we do, not where we do it. - Perform vital activities from around the globe, from any computer.

● Information on Demand - Access anything, anywhere, anytime.

● Efficiency - Cheaper, Faster, Better - Save costs and time through streamlined systems and processes. Google will save us $17.6 million over the next 5 years!

● Sustainability - Practicing what we preach - Align core values with the way we do business both in DC and the field.

● Compatibility - As a web service, Gmail is compatible with other operating systems (like Apple’s) not just with Windows.

How will Gmail impact my productivity?

● In a survey to USAID Gmail users (Approx. 5,000), the majority of respondents said that Gmail either increased their productivity or kept it the same.

How does Gmail differ from Outlook?

● Click Here for a resource that explains all the differences between Outlook and Gmail. What are Google Apps?

● Google Applications are all the tools you have access to from Google – Gmail, Google Docs, Google Calendars, Google Sites, Google Chat, etc.

Will Google Apps replace Microsoft Office?

● NO – Google Apps WILL NOT replace Microsoft Office on Agency Computers. You will still be able to use Microsoft Word, PowerPoint, and Excel like you do now. The only thing that will require change is the migration from Outlook Mail to Gmail.

Will I lose all my mail?

● NO – CIO will migrate 2 years worth of mail to Gmail (only 6 months worth of attachments). However, all mail previous to your migration date will remain in Outlook. You will no longer receive new email to Outlook, only to Gmail.

Will my email address stay the same?

● YES – Your email will continue to be [email protected].

Will I still get email on my USAID-issued Blackberry?

● YES – Your Blackberry will be set up to receive Gmail once you have been transitioned. Shortly before the migration we will be asking you if you have a Blackberry, and providing support as necessary to Blackberry users. Don’t worry, it’s easy and we have people available to help!

Will I still have access to my contacts list?

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● YES – All USAID Contacts from the GAL (Global Address List), including distribution lists, are in Gmail. Your personal contacts will also migrate with you. Only personal contact lists will not migrate over – but you can recreate those in Gmail.

Does Gmail have a Calendar?

● YES – Google Apps has a calendar feature. All of your Outlook calendar appointments will be migrated over to your Google Calendar. You will be able to see your colleagues’ calendars (busy/free times), share calendars with colleagues for more details, create group calendars, view calendars in a schedule view, get reminders, and delegate calendar responsibilities just as you do in Outlook. *You will not be able to see the calendars of those who are still on Outlook, however, the entire Agency (including all of Washington and the Field) will be migrated over soon.

Will Google Docs replace my U, P, or J Drives?

● NO – Your network drives will NOT be impacted by the migration. You will still be able to access those drives on your desktop and remotely through Citrix. However, you can upload folders and files into Google Docs for sharing and easy remote access. You can save files to Google Docs in their original format or convert them to Google Docs so that you can edit them online.

How Do I Prepare for the Migration?

● Please read the following instructions: https://docs.google.com/a/usaid.gov/document/d/1Zyy9bCYW8J7BwXf5J-asU5qH_r33jlmwUEIxILU_cmo/edit

● Migrating is easy! Prepare your Outlook for Migration by 5PM on October 3rd (you will still work in Outlook until the Migration date of October 15

● All you need to do to prepare is: Move all your Folders to the same level of your

Inbox

● A couple of tips for easier migration: 1. Shorten folder names 2. Number folders in order

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3. Reduce sub-folders 4. Delete unnecessary folders *This are extra steps but ARE NOT REQUIRED. If you do nothing to prepare, all your email will still move over. If you don’t do anything to your folders, here is how they will appear as labels in Gmail: Inbox Inbox/Folder 1 Inbox/Folder 2 Inbox/Folder 2/Sub-folder 1 Inbox/Folder 2/Sub-folder1/Sub-folder 2 For example: Inbox Inbox/Countries Inbox/Countries/Angola Inbox/Countries/Angola/COP You can then rename the new label by editing the label. You can also turn a prime folder (main label) into a sub-folder (sub-label) by choosing to “nest” it under a “parent” label. (see below)

Will I need Citrix to access my email?

● NO – You can access your USAID email simply by going to mail.usaid.gov and entering your USAID username and passcode (pin + token).

If I don’t have to use Citrix, is Gmail secure?

● YES - USAID Security has reviewed Gmail and approved it for use. What is “Conversation Mode”?

● The conversation mode is the standard setting for viewing emails in Gmail grouped by subject line. Conversations will appear in chronological order by the latest email in the subject. This setting is useful for organizing mail but you can disable it in your Gmail settings.

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I like Conversation Mode, and I want to share an entire conversation with somebody. Can I do that?

● Yes. In Gmail you can forward all messages in a conversation into one condensed message. You may have to glance at it to check for duplication depending on how the conversation evolved, but it can be a useful feature.

What other Gmail Features should I know about?

● Searching your emails is fast and easy. Use USAID Gmail search to find the exact message you want, no matter when it was sent or received.

● The chat feature is built-in. Chat with your USAID colleagues in Washington and at the missions with just one click, OR use USAID Video Chat to hear and see them -- all you need is a webcam and a few seconds for your IT staff to install the Voice/Video software.

● Labels and filters help you organize and manage your emails. Labels do all the work folders do, but with more flexibility; you can apply more than one label to any conversation.

● Filters automatically label, archive, delete, or forward messages you designate.

● Enhance your USAID Gmail experience with labs. Enable Labs to customize your inbox to suit your needs.

● Using Gmail to compose mail when clicking on email hyperlinks: When you open USAID Gmail, there may be a bar at the top that says "Allow Gmail to open all email links?". Click 'Use Gmail" and gmail will become your default mail program (for clicking on email addresses in documents/websites). The calendar should have a similar bar and you can set this as the default as well. See more info here.

● Calendar snooze button- Gmail has built in a 5 minute snooze button. Give that a try next time you have a meeting reminder (see screenshots below).

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If you add a person to a conversation thread later on in the discussion, does that person see the entire thread that goes back all the way, including messages that were exchanged before they were added?

Yes: Google uses "..." to signify there is more in text in the email chain. Click the "..." before adding the person to see what the full email chain includes - this emails chain will be visible to the newcomer. If there have been side conversations within the same subject line, those will not be included in the email chain.

Is your signature automatically get added to every email in a conversation chain? It says this is the case in the "settings" tab. Does this apply to all emails? Even replies?

Yes: All outgoing messages. It gets cut-off though to save space, and is listed under the "...", when you click on the "..." your signature will appear. Note: Turn on the ‘Signature Tweaks’ lab. It places your signature before the quoted text in a reply, and removes the "--" line that appears before signatures.

I use the “Reading Pane” in Outlook - can I do that in Gmail? Yes: You can turn the “Preview Pane” on through Gmail Labs so your inbox will look more like this: Got to Gmail → Settings → Labs → Search “Preview Pane” → Click “enable” → Click “save changes”

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When sending a calendar event, can you attach documents to it? Yes. You can attach both google docs and documents from your computer/network drives. First, activate the calendar attachments lab. Then create an event and you will have the option to upload from your computer/drives. See screenshot.