Connecting Care Across the Continuum Establishing ......FA06 - System Integration – Connecting Care Across the Continuum Establishing Successful Cross-Sector Partnerships A Simple-to-Use

FA06 - System Integration – Connecting Care Across the

Continuum

Establishing Successful Cross-Sector Partnerships

A Simple-to-Use Tool for Communication Planning and

Stakeholder Engagement Session Date & Time: June 21, 1015 – 11:30

Presenters:

Mila Ray-Daniels, Manager, Communications, HNHB CCAC

Jody Wellings, PMO Lead, Continuous Improvement, HNHB CCAC

Hamilton Niagara Haldimand Brant CCAC

Introduction:

• Making a case for Stakeholder Engagement and

Communication Planning

• The Method

• Group Exercise

2

Hamilton Niagara Haldimand Brant CCAC 3

Business Perspective

RBC outsourced 45 IT jobs (80,000 employees globally) to temporary foreign

workers

Greg Grice, RBC’s head of Enterprise Services and chief procurement officer

said in a statement:

“External suppliers allow us to leverage their scale and technical skills to

continually improve our operational processes and service, and re-invest in initiatives

that enhance the client experience.”

Outsourcing not new to industry, government even established Temporary

Foreign Worker Program. Companies who outsource to temporary foreign

workers include:

Hamilton Niagara Haldimand Brant CCAC 4

Stakeholder Perspective

Geoff Rowan, Managing Director of Ketchum Public Relations

Canada, said RBC didn’t think through the possible

implications of their actions: “PR 101 says if you’re going to

do some sort of job action, you anticipate what are the

possible scenarios.”


Another Tool – Isn’t this Intuitive?

5

IAP2 Spectrum of Participation

Lean Six Sigma Stakeholder Analysis

Kotter’s Change Model


The Simple to Use Step by Step

Process: 1

Articulate Goals, Success Criteria and Deadlines for the Change =

Impact.

2 Identify the stakeholders and

assess their current and desired level of engagement.

3 For each impact determine the relationship to each stakeholder

using the stakeholder/impact relationship map tool.

4 Document on the stakeholder

impact analysis table

5 Develop the organization's message for each impact

statement. (W5)

6

Develop the Communication

Strategy

7 Approve the communication plan.

8 Develop the Communication

Action Plan.

9 Execute, Track and Evaluate.

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Shared vision Who is affected? Degree of impact?

Required engagement? What should we tell them? How to tell them?

Message is approved. To do list and tracker. Did we hit the mark?


Exercise:

• There is a flood in the Metropolitan Ballroom. Lunch has been

moved to the Frontenac Foyer.

• 15 minute interactive session.

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Lunch has

been moved to

the Frontenac

Foyer from the

Metropolitan

Ballroom.

Media

PR for

Conference

Facility

Conference

Organizing

Committee

Servers

Kitchen

Staff

VIPs

AV

Poster

Owners

Lunch

Presenters

Janitors

Conference

Attendees

Facilities

(setup/

tear

down)

STAKEHOLDER/IMPACT RELATIONSHIP MAP

Proximity of each stakeholder to the impact statement indicates the degree of involvement for the

stakeholder – thus the degree of engagement the communication plan should address.

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to Return to

Previous Slide

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Impact Conference

Organizing

Committee

Poster Owners Kitchen Staff Facilities Servers Conference

Attendees

VIPs

Desired Level of

Participation: Empower Collaborate Empower Empower Inform Inform Inform

Lunch has moved to

the Frontenac Foyer

STAKEHOLDER IMPACT ANALYSIS TABLE

Immediate impact

Secondary impact

Tertiary impact

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to Return to

Previous Slide

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W5 ASSESSMENT

For each impact

describe:

Consider the following: List considerations by

impact identified:

WHO Who will experience a change?

List all internal and external stakeholders, as specifically as

possible. Use the Stakeholder Impact Analysis Tool.

Eg. Staff, Client Services Care Coordinators

WHAT What is the change?

Identify what change each stakeholder will experience. Consider

direct impact, as well as the “ripple effect”.

Eg. Staff will need to access the information at a different web

site.

WHERE Where will the change take place?

Identify geographic and technology- based impacts.

Eg. staff in Hamilton, using intranet

WHEN When will the change happen? Consider a “work back” and “work

forward” process to identify a timeline of activities that will have

an impact.

Eg. preparation June 10, implementation Sept. 10 and

measurement Nov. 10

WHY Why is the change happening? Link the impact back to the

overarching objectives for the project or program.

Eg. To improve patient care by….

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to Return to

Previous Slide

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COMMUNICATION PLAN CONTENT

Component Description

Purpose This specifies the problem(s) and/or the opportunity (opportunities) your plan intends to address.

Situational Analysis This section analyzes the current situation and includes an overview of the organization (background); the major positive or

negative factors that will impact the success or failure of the initiative and/or organization: Strengths, Weaknesses,

Opportunities, and Threats (SWOT); and the communications to date, if any.

Audiences and/or Stakeholders This is a description of the groups of people the plan intends to influence. They might have a vested interest, they might

benefit from knowing something, their support, understanding and/or action may be needed for the organization to achieve

an objective or they might be hampering the achievement of some objective. This component includes enough detail

(demographics and characteristics) to enhance your understanding of the group's interests, values, biases, communication

preferences, etc.

Communication Objective(s) These are statements of what the plan wants to achieve or what action(s) it wants audiences to take. Objectives must be

SMART: Specific, Measurable, Achievable, Realistic, and Timely. They should also refer or link to all the named audiences.

Key Message(s) These are the succinct statements (usually 3 to 5) that are the messages we want the audience to receive. They are the

positioning statements for your program, project, or organization. Your audiences should relate to these statements and be

able to remember them. To be effective, messages should answer WIIFM: "What's in it for me?" from the point of view of

each audience.

Strategies

and Tactics

Strategies are the broad initiatives that will be undertaken to achieve each objective. Tactics are the actions that will be

taken to implement each strategy. Strategies and tactics must ensure that communication reaches each audience with

sufficient impact to achieve the objective(s).

Action Plan This chart facilitates implementation of the plan. It lists the tactics or actions to be undertaken, who is responsible for

ensuring each tactic is completed, who else is involved and the completion date and/or time.

Collateral Materials These are the tangible materials to be produced or used to implement the strategies and tactics.

Resources These are the resources, both human and financial, required to implement the plan.

Evaluation These are the measures that will be used to evaluate the success of the plan.

Continuous Improvement In situations where communication is continuous, the evaluation findings are used to

adjust the plan and improve the communication process and/or content.

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to Return to

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COMMUNICATION ACTION PLAN

ACTION PLAN TRACKING

# Key Message Stakeholder

Group

Tools/Tactic (face

to face,

presentation)

Responsible

Timing of

Delivery

(project

milestone)

Who will

deliver to

stakeholder

Where

Delivered

/Forum

Who is

Responsible for

Content

Who is

Responsible for

format & design

Who

Approves

distribution

copy

Date/ Time

Delivered Feedback

Key

Lesson

Learned

Document Name

(reference to project

artefact files)

1 Lunch Facilities

Kitchen Staff

Urgent staff meeting Post note on old location door.

Facilities Manager

Kitchen

Manager

ASAP

Facilities Manager

Kitchen

Manager

Facilities office

Kitchen

Conference Organization

Lead


Lead

Conference

Organization Lead

N/A

2

Move Posters to

New Location

Poster Presenters

Announce requirement to relocate poster

Conference

organizer ASAP

Conference

organizer

Email Vmail

Facilitators to

announce at sessions


Lead


Lead

Conference

Organization Lead

3

Staff required to

support poster move

Facilities Announce at staff meeting

Facilities manager

ASAP Conferen

ce organizer

Meeting, Voice

mail/paging


Lead


Lead

Conference

Organization Lead

4 Present at

new location

Conference attendees

Servers VIP’s

Announcement, Poster

Conference

organizer

At each session

Conference

Organizer

Session announcements, poster

on old location

door, Greeter at

old location to provide directions


Lead


Lead

Conference

Organization Lead

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to Return to

Previous Slide

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Closing Thought -

• How could this help mitigate risk within our organizations?

• How will this build and strengthen relationships with key

stakeholders?

• How would utilizing this process have changed the outcomes for

RBC?

• Q&A

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Contact Information:

Jody Wellings, PMO Lead, Continuous Improvement

Hamilton Niagara Haldimand Brant

Community Care Access Centre

310 Limeridge Road West,

Hamilton ON L9C 2V2

Phone: 905.575.6021

Toll free: 1.800.450.8002 (Ext. 6021)

Website :www.hnhb.ccac-ont.ca

E-mail: [email protected]

Mila Ray-Daniels, Manager, Communications

Hamilton Niagara Haldimand Brant

Community Care Access Centre

440 Elizabeth Street, 6th Floor

Burlington, ON L7R 2M1

Phone: 905 633 3881

Toll Free: 1 800 810 0000 (Ext. 3881)

Website: www.hnhb.ccac-ont.ca

E-mail: [email protected]

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http://www.hnhb.ccac-ont.ca/



mailto:[email protected]











Funded by the Hamilton Niagara Haldimand Brant

Local Health Integration Network

and the Government of Ontario

Documents

Connecting Care Across the Continuum Establishing ......FA06 - System Integration – Connecting Care Across the Continuum Establishing Successful Cross-Sector Partnerships A Simple-to-Use