Medstar Washington Hospital Center

Strategic Communications PlanPositioning WHC as the premier hospital across the Mid-Atlantic and surrounding areas

Vision

To serve as the primary U.S. Healthcare

communications firm

Mission

To deliver results that resonate with

our clients and their audiences,

through innovative ideas, an

unwavering commitment to the

client while upholding the

utmost standards of integrity

Values• Integrity• Innovation• Empathy• Excellence• Loyalty

About Us

Michelle Kirk: Co-Founder, Chief Executive OfficerRobert Feasley: Co-Founder, Chief Financial OfficerEllie Shetter: Vice President, Digital CommunicationsMing Ong: Brand Promotion and Advertising Senior ExecutiveAndrew Jackwin: CEO of American Health, Senior Executive

Aevitas’ Board of Directors

Michelle Kirk: Co-Founder, CEOKim Lindegren: Project DirectorMelanie Gade: Lead Graphic DesignerMatthew Mariacher: Lead ResearcherMatthias Mordi: Lead Media CorrespondentClaire Harper: Lead Conceptual Art Designer

Your Team

Fresh Approach = Big Difference▫Aevitas does not hope for results – we make

them happen.Specialized Delivery

▫Aevitas doesn’t strive to meet our clients’ expectations – we strive to exceed them.

Individualized Teams▫Each team at Aevitas is specialized to meet

the individual needs of different clients.

Our Approach

Previous Campaigns

Kaiser Permanente Thrive Campaign Preliminary researchDeveloped key messages Management of talentCoordinated “Thrive” advertising campaignProduced creative ads and designs for gifts and giveawaysProposed, designed, facilitated and managed eventsDeveloped online content “to Thrive.” Promoted this campaign internally to Kaiser employees

Previous Campaigns

Previous Campaigns

Preliminary researchMessage development Pitched and designed ER Wait Time Update SystemSocial media integrationFacilitated the agreement and implementation of all area hospitalsDesigned and placed “Fast LocatER” advertisementsSystem usage reached 500,000 checks

Washington Hospital Coalition Campaign

S W

O T

Solid track record of excellent care No specific specialization for one kind of cancer treatment, enabling WHC to position itself as the comprehensive leader in cancer treatment of all kinds Strong ties to local media Strong presence on Twitter Routine media coverage from top tier print, online and broadcast outlets YouTube channel with over 50 videos, more than 100 subscriptions and 100,000 views.

S T R E N G T H S W E A K N E S S E S

T H R E AT SO P P O R T U N I T I E S

Uncertain funding, reliance on grants in order to continue to provide service Facebook page lacks interaction and engagement WCI lacks a top line message that spurs viewers to action or mobilizes support WCI not considered a primary cancer treatment facility in the Mid-Atlantic at this time WCI information is buried deep within sub-site pages Minimal conversation on cancer web blogs about WHC

Rising cost in prices (gas) associated with traveling to WHC from destinations across the Mid-Atlantic Already established centers of excellence with cancer facilities in the Mid-Atlantic, notably Johns Hopkins Rising costs associated with health care and greater vigilance and restrictions from insurance payers

Partnerships with new organizations like AARP to reach baby boomers Capitalize on demographic research about new target audiences Diversity of patients served Potential to capitalize on strong, credible standing within the local D.C. community D.C.’s transportation network Location in the nation’s capital - cultural resources offer solace, diversion and entertainment for caretakers Expand online presence Targeting referring doctors

Target Demographics•Minority baby boomers

•Referring doctors and health maintenance organizations (HMOs)

•Potential partnerships • D.C. hotels and long-stay accommodation facilities• American Cancer Society• The Mid-Atlantic Cancer Genetics Network (MACGN)• American Society of Clinical Oncology• Educational partnership with Johns Hopkins University• National Cancer Institute at NIH

Audience Research

•Increase news coverage of MedStar Washington Hospital Center and the Washington Cancer Institute

• Media resulting from the event staged for the opening of the Washington Cancer Institute.

• Media resulting from local press conferences in surrounding areas.

• Media resulting from earned media and article placements in local outlets.

•Increase in general public awareness of MedStar Washington Hospital Center and the Washington Cancer Institute

•Secure speaking arrangements for doctors of the Washington Cancer Institute at medical trade conferences.

•Utilize strategically-placed bus advertisements to increase awareness in neighboring states and regions.

Objectives

•Increase the number of patients visiting MedStar Washington Hospital Center

• 20 percent increase in one full calendar year.

•Increase the number of cancer patients visiting Washington Cancer Institute

• 20 percent increase in one full calendar year.

•Increase the number of referrals via referring doctors

• 35 percent increase in one full calendar year.

Goals

General Overview▫Main event for opening of WCI▫Local press conferences held in

surrounding states▫Creating a surround-sound effect – priming

the news media▫Referring doctors▫Potential paid media: bus stops and cell

phone campaign

Tactics

Messaging

Key message

Factual Proof Points

Emotional Proof Points

Tactics

INTERPERSONAL ORGANIZATIONAL NEWS MEDIA

•Person-to-person•Arguably most persuasive•Includes events•Pulling people “just like you” -Individuals who reflect the target demographic

•Communication within an organization -Among and

between employees

•Focus on messaging-Clear and consistent messages

•Earned -Priming the news •Paid -Bus stop ads•Social -Cell phone campaign -Countdown to opening -Virtual tours

Tactics

Input Medstar

Researchers

Regulations

Consultants

Partnerships

Celebrity Spokesperson

Activities

Adverts (web & trade)

Text broadcasts

Websites/SN

Interpersonal

Earned media

Promos/events

ST & MT

Awareness

Acceptance

Action

LT

Recommendation

Loyalty

Repeat patronage

Logic Model

Mes

sage

Pro

duct

ion Cost

TimeFidelityCreativity

Mes

sage

Dis

sem

inat

ion CPM

Ad equivalencyFrequencyRepetitionSearch Ranking M

essa

ge Q

ualit

y Fog indexFlesch’s scoreTechnical RatingsAwards

Process Evaluation

Awareness• Message exposure• Message content

analysis• Message recall

Acceptance• Audience feedback• Variance analysis• Benchmark study

Action• Audience

participation• Ultimate results• Upstream

Partnership engagement

Impact Evaluation