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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.”
Hamilton Niagara Haldimand Brant CCAC
Another Tool – Isn’t this Intuitive?
5
IAP2 Spectrum of Participation
Lean Six Sigma Stakeholder Analysis
Kotter’s Change Model
Hamilton Niagara Haldimand Brant CCAC
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.
6
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?
Hamilton Niagara Haldimand Brant CCAC
Exercise:
• There is a flood in the Metropolitan Ballroom. Lunch has been
moved to the Frontenac Foyer.
• 15 minute interactive session.
7
Hamilton Niagara Haldimand Brant CCAC
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.
Alt + Left Arrow
to Return to
Previous Slide
8
Hamilton Niagara Haldimand Brant CCAC
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
Alt + Left Arrow
to Return to
Previous Slide
9
Hamilton Niagara Haldimand Brant CCAC
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….
Alt + Left Arrow
to Return to
Previous Slide
10
Hamilton Niagara Haldimand Brant CCAC
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.
Alt + Left Arrow
to Return to
Previous Slide
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Hamilton Niagara Haldimand Brant CCAC
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
Conference Organization
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
Conference Organization
Lead
Conference Organization
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
Conference Organization
Lead
Conference Organization
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
Conference Organization
Lead
Conference Organization
Lead
Conference
Organization Lead
Alt + Left Arrow
to Return to
Previous Slide
12
Hamilton Niagara Haldimand Brant CCAC
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
13
Hamilton Niagara Haldimand Brant CCAC
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]
14
Funded by the Hamilton Niagara Haldimand Brant
Local Health Integration Network
and the Government of Ontario