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

Introduction: • Making a case for Stakeholder Engagement and Communication Planning • The Method • Group Exercise

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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:

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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.”

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Another Tool – Isn’t this Intuitive? Lean Six Sigma Stakeholder Analysis

IAP2 Spectrum of Participation

Kotter’s Change Model

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The Simple to Use Step by Step Process: 1

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Articulate Goals, Success Criteria and Deadlines for the Change = Impact.

Identify the stakeholders and assess their current and desired level of engagement.

For each impact determine the relationship to each stakeholder using the stakeholder/impact relationship map tool.

Shared vision

Who is affected?

Degree of impact?

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5

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Document on the stakeholder impact analysis table

Develop the organization's message for each impact statement. (W5)

Develop the Communication Strategy

Required engagement?

What should we tell them?

How to tell them?

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Approve the communication plan.

Develop the Communication Action Plan.

Execute, Track and Evaluate.

To do list and tracker.

Did we hit the mark?

Message is approved.

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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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STAKEHOLDER/IMPACT RELATIONSHIP MAP

Servers Conference Attendees

Facilities (setup/ tear down)

Lunch Presenters

Kitchen Staff

Poster Owners

Lunch has been moved to the Frontenac Foyer from the Metropolitan Ballroom.

VIPs Janitors

AV

Conference Organizing Committee

PR for Conference Facility

Media

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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STAKEHOLDER IMPACT ANALYSIS TABLE

Impact

Desired Level of Participation:

Conference Organizing Committee

Empower

Poster Owners

Collaborate

Kitchen Staff

Empower

Facilities

Empower

Servers

Conference Attendees

VIPs

Inform

Inform

Inform

Lunch has moved to the Frontenac Foyer

Immediate impact Secondary impact Tertiary impact

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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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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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COMMUNICATION ACTION PLAN ACTION PLAN

# Key Message

1

Lunch

Stakeholder Group

Facilities Kitchen Staff

Tools/Tactic (face to face, Responsible presentation)

Urgent staff meeting

Facilities Manager ASAP

Post note on old Kitchen location door. Manager

Move Announce Conferenc Posters to Poster 2 requirement to e New Presenters relocate poster organizer Location Staff required to 3 support poster move

Present at 4 new location

Facilities

Timing of Delivery (project milestone)

Announce at staff meeting

Facilities manager

Conference Conferenc attendees Announcement, e Servers Poster organizer VIP’s

TRACKING

Who will deliver to stakeholder

Where Delivered /Forum

Facilities Manager

Facilities office

Kitchen Manager

Kitchen

Who Who is Who is Approves Date/ Time Responsible for Responsible for Feedback distribution Delivered Content format & design copy

Key Lesson Learned

Document Name (reference to project artefact files)

Conferenc Conference Conference e Organization Organization Organizati Lead Lead on Lead N/A

ASAP

Email Vmail Conferenc Conferen Conference Conference Facilitators e ce Organization Organization to Organizati organizer Lead Lead announce on Lead at sessions

ASAP

Conferenc Conferen Meeting, Conference Conference e ce Voice Organization Organization Organizati organizer mail/paging Lead Lead on Lead

At each session

Session announcem ents, poster on old Conferenc Conferen Conference Conference location e ce Organization Organization door, Organizati Organizer Lead Lead Greeter at on Lead old location to provide directions

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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:

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]

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]

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Funded by the Hamilton Niagara Haldimand Brant Local Health Integration Network and the Government of Ontario