Post by John Uliano on Mar 18, 2021 12:52:06 GMT
Upon notification from the funder regarding the budget cuts, I would immediately communicate this information via email to the executive leadership team (President, Executive Director, Director of Finance, Director of Operations), as depending on the funder, and how they delivered their message of the impending changes to the contract, key leadership is not always immediately notified, and they may serve as allies in the delivery of messaging to staff and participants. Additionally, executive leadership can communicate directly with The Fedcap Group senior leadership, if needed, so that they too are informed of the imminent loss to program revenue and staffing, which seemingly takes on greater importance during the current pandemic and the resultant tightening of margins.
Prior to sharing the information regarding the changes to the program, I would request a meeting with my supervisor to review the message I would be sharing with staff and participants to ensure that I have not missed any key points. Depending on program size and the number of staff members allotted to the contract, I would also consider meeting with the senior leader(s) of my team that is currently operating the contract to inform them of the impending cuts. The Program Director of the contract will play a key role in the transition of the contract, as they tend to be the contact person for staff and participants, and it will be important to have the support of your manager. Also, being able to share this information ahead of time could build further goodwill with the manage, which may be needed during a potentially challenging transition process. I did not craft the message to share with the Program Director, although I would provide them the information from the funder and share the message I intend to provide to staff, so they could provide feedback.
Upon settling on my message to deliver to staff, I would schedule a meeting with all staff. It may be dependent on my supervisor’s direction, but I would schedule the meeting to communicate with staff as soon as possible upon being notified by the funder of the cuts. Likely I would want this to occur within the week, as it allows time for additional information to trickle down from the funder and allows me time to meet with executive leadership, if necessary. Once I feel that I have all the sufficient information though, I would meet sooner than the week if possible, as my concern would be that other programs are getting cut as well, and I would not want my staff to hear about looming cuts from someone outside of our agency, since it increases the potential for misinformation. Also, I would not want our staff to think that we are withholding information, as trust will be important during this sensitive time.
I would schedule the meeting to communicate the program cuts to staff mid-afternoon at 2 PM. Some very brief Internet research suggests that the day of the week does not necessarily matter, so for this example I would have the meeting on Wednesday. Due to the current pandemic, all prior staff meetings and check-ins over the past year have been done virtually via Zoom. Depending on size of the program, and space considerations at the program site, I would considering having a hybrid meeting, which would be done live at the site with staff members that want to attend, and which is simultaneously broadcast via Zoom. Having the meeting in person, which has been uncommon over the past year could potentially be a tell-tale sign that the purpose of the meeting is not to share “good news,” but I feel staff would value the opportunity to have information shared face-to-face and, for me personally, I think offering an in-person option is a sign of respect.
I would structure the meeting simply – delivery of the message and then questions & answers from staff. I would not provide a formal agenda in this case. My message to staff, or thereabouts, would be the following: (for this example, I am using HRA, which is the Human Resource Administration, New York City’s local Department of Social Services, as the funder)
“We were recently notified by HRA that our contract is to be affected due to COVID and budget cuts will be forthcoming. While the impact remains unclear, we expect that there will a reduction in program services and the need for staff layoffs, which will occur in the next 3 months. We are meeting with HRA to gain further clarity on the extent of the decrease in funding. Internally, I am working with executive leadership to develop a path forward for our team and the participants we serve. We are exploring ways in which to ensure that participants have a seamless transition so that their services are not interrupted. We are also discussing ways in which to maintain staff and will identify opportunities within Fedcap Inc. and The Fedcap Group so that staff can potentially remain with the agency. As more details emerge with HRA and from our internal meetings, we will schedule a follow up meeting to share more information, which will be in 2 weeks. Also, we will plan to share information with our participants regarding the impending changes. Before opening up the meeting for questions, I want to let everyone know that I appreciate the hard work that has occurred over the past year in transforming our program to a virtual setting, as I know it is has been challenging. As we face this new challenge, let’s continue to work for and with our participants to ensure that they receive the best services possible. I appreciate you all – thank you – and we will have a follow up meeting in 2 weeks.”
I would then take questions and answers from staff reiterating what we know, and what we do not know as of yet, and the plan to meet again in two weeks to share more information.
With regard to the communication to program participants, I would set the expectation that a message is to be communicated within the week of my meeting with staff. As the Senior Director, I would not meet directly with participants, as I likely would not have a relationship developed with them. I would rely on the Program Director, and their team, to deliver the messaging to the participants, which could be done in one-on-one or in a group setting. Since services are being offered via Zoom, meetings could occur via the platform, although we could coordinate if staff wanted to meet with participants in person. While I will not meet directly with participants, I would share the following talking points as an outline for those meetings, which would mirror my meeting with staff:
- HRA has had to decrease funding in light of COVID and our contract will be impacted with reduction in services and staffing over the next several months.
- The extent of the reductions is unknown at this time.
- If and when needed, we will work with HRA and other providers to ensure that your services are not interrupted.
- We will share more information as it becomes available, which will occur via one-on-one or group Zoom meetings or via letter or email. The next update will be provide in approximately 2 weeks.
Craft your message to Staff:
• What is the core message for the first communication?
My core message in the first communication is that the program will be affected by funding cuts that will reduce services and staffing levels within 3 months.
• What are secondary messages for the first communication?
The secondary messages is that the implications of the cuts are not fully known as of yet, that we will plan for limited service interruption for participants, and that we are considering employment options for staff to continue with Fedcap. Also, I hope to convey that we must continue to service our participants despite the funding cuts.
• What is the core message for the second communication?
If more information is provided by the funder with regard to the extent of program cuts prior to the next communication, and we have had the opportunity to analyze how this will impact staffing and participant services, I would potentially share that information regarding potential full loss of contract, service changes, and more accurate staff layoffs. If this is not feasible within 2 weeks of the original meeting, I think keeping the schedule meeting is important, even if it is to share that more information is not available as of yet. Depending on the extent of the information being shared, I would determine if the meeting would again be hybrid, or virtual only. If more defined information regarding layoffs is available to be shared, I think a hybrid meeting would be warranted. At the second meeting, a more realistic timeline can be set up for future communications. I feel there is a balance between keeping open the lines of communication, but also having a relevant message to share. After the second meeting, if the prospect of not having relevant information is not on the horizon, I could state that until that time, we will not meet as a group, but in the meantime, to follow up with their supervisor, or me directly, with additional concerns. Having the opportunity for communication is important to help preserve trust. I would also inform the staff that some information could be shared via email as well.
• What are secondary messages for the second communication?
I would want to continue to stress the plan for ensuring that participants remain connected to services despite our reductions and that we continue to provide a high level of service provision in the face of the cuts.
• What are the talking points for staff to convey if asked questions by program participants?
I noted this above, although if it is in regard to what to share after the second communication, I would craft talking points that speak to the more definitive cuts and how that will impact participant services. Additionally, if the reduced funding results in program closure, or likely that not all participant services can now be met by Fedcap programming, we would reiterate that we are working with the funder and other programs to set up a plan to offer supplemental services. If our program is ending, and another program is inheriting the contract, we would communicate that we are identifying ways in which to bring the new program up to speed regarding our services and will further communicate opportunities we are exploring with the new program to ensure a smooth transition for participants.
Craft your message to program participants:
• What is the core message?
Similarly, the core message of the talking points is that service reductions are impending, the extent of which is unknown.
• Are there any secondary messages?
Fedcap with work with the funder and other provided to plan for service continuity.
Vehicle and Frequency of Communication:
• How frequently would you communicate to staff?
I would set the second communication for two weeks after the first meeting. I think it will be important to have one scheduled follow up on the calendar, as I feel it reinforces communication and promotes trust. From there, I would have to determine the flow of information and the need for regular meetings or if communication can be share via other platforms, such as email, which will be dependent on the significance of the information being shared. I think it is clearly important to maintain communication, although will want to ensure there is relevant information to share in meetings. I would stress in the second communication that staff reach out to their supervisor, or myself, as Senior Director, with additional questions and concerns, reinforce an “open door” policy with staff.
• What vehicles would you use for communication? (e-mail, intranet, webinars, phone conferences)
I feel that all platforms can be considered, although it depends on the significance and sensitivity of the information being shared. Personally, once there is an understanding for how staffing will be impacted and staff layoffs are determined, I feel there would be value in having that meeting in person. More concrete information, could be shared and discussed via phone conference, webinar, etc.
Ancillary Communication Tools:
• Are there any additional resources you would include/develop for staff?
I would want to engage Human Resources with regard to concerns staff may have with benefits and those resource types, as well as Talent Acquisition, so that employment opportunities can be identified for staff that will be laid off. Additionally, I would speak with other Directors to see if there have position vacancies that have not yet been communicated to Talent Acquisition.
Prior to sharing the information regarding the changes to the program, I would request a meeting with my supervisor to review the message I would be sharing with staff and participants to ensure that I have not missed any key points. Depending on program size and the number of staff members allotted to the contract, I would also consider meeting with the senior leader(s) of my team that is currently operating the contract to inform them of the impending cuts. The Program Director of the contract will play a key role in the transition of the contract, as they tend to be the contact person for staff and participants, and it will be important to have the support of your manager. Also, being able to share this information ahead of time could build further goodwill with the manage, which may be needed during a potentially challenging transition process. I did not craft the message to share with the Program Director, although I would provide them the information from the funder and share the message I intend to provide to staff, so they could provide feedback.
Upon settling on my message to deliver to staff, I would schedule a meeting with all staff. It may be dependent on my supervisor’s direction, but I would schedule the meeting to communicate with staff as soon as possible upon being notified by the funder of the cuts. Likely I would want this to occur within the week, as it allows time for additional information to trickle down from the funder and allows me time to meet with executive leadership, if necessary. Once I feel that I have all the sufficient information though, I would meet sooner than the week if possible, as my concern would be that other programs are getting cut as well, and I would not want my staff to hear about looming cuts from someone outside of our agency, since it increases the potential for misinformation. Also, I would not want our staff to think that we are withholding information, as trust will be important during this sensitive time.
I would schedule the meeting to communicate the program cuts to staff mid-afternoon at 2 PM. Some very brief Internet research suggests that the day of the week does not necessarily matter, so for this example I would have the meeting on Wednesday. Due to the current pandemic, all prior staff meetings and check-ins over the past year have been done virtually via Zoom. Depending on size of the program, and space considerations at the program site, I would considering having a hybrid meeting, which would be done live at the site with staff members that want to attend, and which is simultaneously broadcast via Zoom. Having the meeting in person, which has been uncommon over the past year could potentially be a tell-tale sign that the purpose of the meeting is not to share “good news,” but I feel staff would value the opportunity to have information shared face-to-face and, for me personally, I think offering an in-person option is a sign of respect.
I would structure the meeting simply – delivery of the message and then questions & answers from staff. I would not provide a formal agenda in this case. My message to staff, or thereabouts, would be the following: (for this example, I am using HRA, which is the Human Resource Administration, New York City’s local Department of Social Services, as the funder)
“We were recently notified by HRA that our contract is to be affected due to COVID and budget cuts will be forthcoming. While the impact remains unclear, we expect that there will a reduction in program services and the need for staff layoffs, which will occur in the next 3 months. We are meeting with HRA to gain further clarity on the extent of the decrease in funding. Internally, I am working with executive leadership to develop a path forward for our team and the participants we serve. We are exploring ways in which to ensure that participants have a seamless transition so that their services are not interrupted. We are also discussing ways in which to maintain staff and will identify opportunities within Fedcap Inc. and The Fedcap Group so that staff can potentially remain with the agency. As more details emerge with HRA and from our internal meetings, we will schedule a follow up meeting to share more information, which will be in 2 weeks. Also, we will plan to share information with our participants regarding the impending changes. Before opening up the meeting for questions, I want to let everyone know that I appreciate the hard work that has occurred over the past year in transforming our program to a virtual setting, as I know it is has been challenging. As we face this new challenge, let’s continue to work for and with our participants to ensure that they receive the best services possible. I appreciate you all – thank you – and we will have a follow up meeting in 2 weeks.”
I would then take questions and answers from staff reiterating what we know, and what we do not know as of yet, and the plan to meet again in two weeks to share more information.
With regard to the communication to program participants, I would set the expectation that a message is to be communicated within the week of my meeting with staff. As the Senior Director, I would not meet directly with participants, as I likely would not have a relationship developed with them. I would rely on the Program Director, and their team, to deliver the messaging to the participants, which could be done in one-on-one or in a group setting. Since services are being offered via Zoom, meetings could occur via the platform, although we could coordinate if staff wanted to meet with participants in person. While I will not meet directly with participants, I would share the following talking points as an outline for those meetings, which would mirror my meeting with staff:
- HRA has had to decrease funding in light of COVID and our contract will be impacted with reduction in services and staffing over the next several months.
- The extent of the reductions is unknown at this time.
- If and when needed, we will work with HRA and other providers to ensure that your services are not interrupted.
- We will share more information as it becomes available, which will occur via one-on-one or group Zoom meetings or via letter or email. The next update will be provide in approximately 2 weeks.
Craft your message to Staff:
• What is the core message for the first communication?
My core message in the first communication is that the program will be affected by funding cuts that will reduce services and staffing levels within 3 months.
• What are secondary messages for the first communication?
The secondary messages is that the implications of the cuts are not fully known as of yet, that we will plan for limited service interruption for participants, and that we are considering employment options for staff to continue with Fedcap. Also, I hope to convey that we must continue to service our participants despite the funding cuts.
• What is the core message for the second communication?
If more information is provided by the funder with regard to the extent of program cuts prior to the next communication, and we have had the opportunity to analyze how this will impact staffing and participant services, I would potentially share that information regarding potential full loss of contract, service changes, and more accurate staff layoffs. If this is not feasible within 2 weeks of the original meeting, I think keeping the schedule meeting is important, even if it is to share that more information is not available as of yet. Depending on the extent of the information being shared, I would determine if the meeting would again be hybrid, or virtual only. If more defined information regarding layoffs is available to be shared, I think a hybrid meeting would be warranted. At the second meeting, a more realistic timeline can be set up for future communications. I feel there is a balance between keeping open the lines of communication, but also having a relevant message to share. After the second meeting, if the prospect of not having relevant information is not on the horizon, I could state that until that time, we will not meet as a group, but in the meantime, to follow up with their supervisor, or me directly, with additional concerns. Having the opportunity for communication is important to help preserve trust. I would also inform the staff that some information could be shared via email as well.
• What are secondary messages for the second communication?
I would want to continue to stress the plan for ensuring that participants remain connected to services despite our reductions and that we continue to provide a high level of service provision in the face of the cuts.
• What are the talking points for staff to convey if asked questions by program participants?
I noted this above, although if it is in regard to what to share after the second communication, I would craft talking points that speak to the more definitive cuts and how that will impact participant services. Additionally, if the reduced funding results in program closure, or likely that not all participant services can now be met by Fedcap programming, we would reiterate that we are working with the funder and other programs to set up a plan to offer supplemental services. If our program is ending, and another program is inheriting the contract, we would communicate that we are identifying ways in which to bring the new program up to speed regarding our services and will further communicate opportunities we are exploring with the new program to ensure a smooth transition for participants.
Craft your message to program participants:
• What is the core message?
Similarly, the core message of the talking points is that service reductions are impending, the extent of which is unknown.
• Are there any secondary messages?
Fedcap with work with the funder and other provided to plan for service continuity.
Vehicle and Frequency of Communication:
• How frequently would you communicate to staff?
I would set the second communication for two weeks after the first meeting. I think it will be important to have one scheduled follow up on the calendar, as I feel it reinforces communication and promotes trust. From there, I would have to determine the flow of information and the need for regular meetings or if communication can be share via other platforms, such as email, which will be dependent on the significance of the information being shared. I think it is clearly important to maintain communication, although will want to ensure there is relevant information to share in meetings. I would stress in the second communication that staff reach out to their supervisor, or myself, as Senior Director, with additional questions and concerns, reinforce an “open door” policy with staff.
• What vehicles would you use for communication? (e-mail, intranet, webinars, phone conferences)
I feel that all platforms can be considered, although it depends on the significance and sensitivity of the information being shared. Personally, once there is an understanding for how staffing will be impacted and staff layoffs are determined, I feel there would be value in having that meeting in person. More concrete information, could be shared and discussed via phone conference, webinar, etc.
Ancillary Communication Tools:
• Are there any additional resources you would include/develop for staff?
I would want to engage Human Resources with regard to concerns staff may have with benefits and those resource types, as well as Talent Acquisition, so that employment opportunities can be identified for staff that will be laid off. Additionally, I would speak with other Directors to see if there have position vacancies that have not yet been communicated to Talent Acquisition.
