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6.F. - Page 6 of 180 Change Management and Employee Outreach In projects of this magnitude, a key contributor to success is adequately managing the change within the organization and strategically rolling out the new system. The ERP replacement project will affect every employee in the City, at least minimally through the employee self-service portal and time -sheet submittal. To help guide staff through all these changes and appropriately gauge expectations and needs in system rollout, a comprehensive Change Management Plan (CMP) was developed early in the project. As the replacement system will affect all staff, as well as outside entities who interact with the City, it was critical for the project team to develop a strategic approach to not only focus on the technology change, but also the people change, striving for staff to participate, embrace, and support the new systems. To achieve these goals, the project team involved staff early in defining the project objectives and requirements and desired outcomes of the new system. CMP strategies will continue to be employed throughout the project, aiming to keep staff informed and involved, through full system implementation. Strategies of the City's ERP Change Management Plan include: • Creation of the Power Users group — intended to include representatives from all departments to participate at multiple levels of the project, including the review of the RFP responses and vendor selection, and receive added training to become experts in the system to provide continuous service to their respective departments. • POC Involvement - Staff invitation and participation in the selection of the vendors through their system evaluation and scoring at POC demonstrations • ERP Blog Series — Citywide communication of the ERP replacement project status through the continuous blog and email updates • Department Head Updates — Steering Committee provides comprehensive updates to City Executives through presentations at Department Head meetings. • CherryRoad End -User Training — Implementation training provided by CherryRoad for staff in all levels of the organization. Additionally, as part of the Redwood City Management Group Leadership Program, at the Stanford University Graduate School of Business, held August 28, 2019 — September 1, 2019, a select group of management staff had the opportunity to design a strategic approach to engage employees during the replacement of the current ERP. The Stanford team produced a very robust plan that included three main priorities: engage, communicate, and train. The Stanford team also created a logo forthe ERP replacement plan. This logo is used on all communication related to the project. Engage: The plan aimed to include all staff at the vendor presentations, SIS(EM FORA either in person or via live stream video. The Stanford team also 011?'� + proposed the creation of a "Power Users" group with representatives from each department. These power users would communicate their c department's needs during the planning and requirements phases. They m — R° would also be responsible for disseminating updates to their department i m throughout the process, as well as testing software prior to going live. Communicate: The Stanford team proposed several different methods oom'�ca of communicating to staff utilizing the City's intranet, face-to-face City of Redwood City 1017 Middlefield Road, Redwood City, CA. 94063 Tel: 650-780-7000 www.redwoodcity.ore 113