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The Principles of the Communicat


									Educational Webinar: Communication
     with Multiple Stakeholders

                        Tuesday, April 14th, 2009
      National Network of Public Health Institutes
           Fostering Emerging Institutes Program

                     Call in Number: (800) 504-8071
                                     Code: 3019823
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          on hold.
    FEIP Focus on Sustainability

   Emotional Intelligence & Collaborative Leadership
    October 2008
   Evaluations tied to ROI
    January 2009
   Communication with Multiple Stakeholders
    April 2009
   New Orleans Conference – Sustainability: Focus
    on Special Topics of Interest
    May 2009
                      Principles of the
                   Communication Strategy
                       Dina Wolfman Baker
                        Vice President of

NNPHI April 14, 2009
 The first key to effective
  communication is an integrated
   Each level flows from and supports
    the levels above
   All elements work effectively with
    and in support of each other

 The structure leads you through
  the development of your strategy
  and helps ensure integration

Level 1: Background /
 Organization-level mission and
 Positive position and challenges
 Aspirations
 Market context
 Situational analysis

Level 2: Audiences /
 Identify and segment audiences
  based on the organizational
  context provided in Level 1
 Example:

Level 3: Key Messages

 This is the centerpiece of the
 All communications will draw
  from the key messages

Level 3: Key Messages

 Overarching message
   Proof point
     Supporting message
        Proof points
     Supporting message
        Proof points
   Proof point…

NNPHI April 14, 2009
Levels 4-6: Objectives,
Strategies & Tactics
 Objectives = what we want to
 Strategies = how we want to
  accomplish it
 Tactics = with what we will move

Levels 4-6: Objectives,
Strategies & Tactics
 We can explicitly trace:
    every objective as a goal to reach at least one
     identified audience
    every strategy as a means to achieve at least one
     objective for at least one audience (preferably
    every tactic as a tool to achieve at least one
     strategy, in support of at least one objective, for
     at least one audience (preferably multiple)

It can be helpful to develop a visual device that
         clearly shows these relationships

Level 4: Objectives
 Examples:
   Communicate that we are a nonprofit
    public health institute, what that means,
    and the benefit it brings
   Highlight the strength and value of our
    management role and capabilities
   Build cohesion across the organization

Level 5: Strategies
 Examples:
   Develop visual representations that aid in
    communicating our messages to all
   Develop effective internal
    communications, share standards and
    messages, build cohesion through an
    inclusive process, engage the workforce
    as organizational advocates

  Level 6: Tactics
Activity                 Timeframe                Responsible Party(ies)   Budget

Engage senior staff in   Beginning 4/14/09 and    VP of communications     N/A
strategic process        onward

Engage board             May board meeting and    VP of communications,    N/A
                         follow-up                support from CEO

Launch new website       Begin site assessment,   Senior Designer          $5,500 in staff resources
                         revise copy 4/14/09      Copywriter
                         through 6/1/09
                         Design/build 6/1/09
                         through 8/15/09
                         Complete testing
                         Launch 9/20/09

   Consider indicating audience(s) served
          Planning the Elevator Speech

NNPHI April 14, 2009
 What is an elevator speech?

Consistency + Flexibility

 Standard language
 Modular
 Use or draw from messaging

Messaging Architecture

 As the architect, you lay out the
  verbal “space” but others must
  be able to use it as needed

NNPHI April 14, 2009
Disseminate the
 Training
 Role-playing
 Modeling


             NNPHI FEIP

Community Health System Development Team
      Georgia Health Policy Center
Positioning for Sustainability
      Return on Investment
          Strategic Vision
      Organization Capacity
    Efficiency and Practicality
Purposeful Communication   Identify Audiences   Involve Leaders   Build a Plan

 The Need for Communication
    You define

 current success

   facilitates the
Purposeful Communication   Identify Audiences   Involve Leaders   Build a Plan

         An exercise in identifying audiences

   Identify all of the groups
and/or individuals important to
 your program and your long-
      term sustainability.
Purposeful Communication   Identify Audiences   Involve Leaders   Build a Plan

     Communication as Leader

     Strategic Transformation

Purposeful Communication   Identify Audiences   Involve Leaders   Build a Plan

Speech Acts                            Powerful Expression
 Declaration ……………                    “The future I stand for is …”
 Assertion ………………                     “A „model that works‟ is …”
 Accountable ………….                     “By next June we will have …”
 Calling Together ……..                “Our pacing event will be on …”
 Framing ……………….                      “In this talk listen for …”
 Mission Empathy……..                  “A person who‟s life is about …”
 Request & Offer ………                  “Would you do x by Friday?”
 Acknowledge …………                     “Thank you for …”
 Say “Yes” ……………..                    “I‟ll find a way to support that.”
 Effective Questions …..              “What worked? What to add?”
 Active Listening ………                 “What I hear you say is …”
 “And,” not “Or”…………                  “We can do both.”
Purposeful Communication   Identify Audiences   Involve Leaders   Build a Plan

                      Why Leaders?
One primary goal of your communications
   effort should be to involve leaders in
        your vision and leadership.
Purposeful Communication   Identify Audiences   Involve Leaders   Build a Plan

               Methods and Tools
• Need to consider methods and
  tools available when designing
• Choose the methods most
  appropriate and feasible for your
Purposeful Communication   Identify Audiences   Involve Leaders   Build a Plan

          Develop Initial Strategy
• Develop an initial communication strategy that will
  support sustainability efforts. Begin to define the
   • Audience
   • Key Messages
   • Method of Communication
   • Frequency of Communication
   • Who Delivers the Message
                           Communication Plan
Audience:                  Key                       Method(s) of Frequency of Who Delivers
Identify and profile
specific audiences to
                           Messages:                 Communication: Communication: the Message:
target with a              What are the two to       Identify the conduit for   Decide how often you       Who within your
communications             three most compelling     sending your message       need to deliver your       organization (or
initiative.                sentences you could       to the chosen target       messages to keep your      potentially an external
What are the               use to motivate the       audience. Figure out       audience informed and      partner) carries
characteristics of this    identified audience?      where and from whom        engaged What               credibility with your
audience? (e.g. gender,    What is the source of     the audience gets their    method(s) are effective?   audience and should be
education, ethnicity,      those messages? How       information                What method(s) are         the one to deliver your
profession) What or        could you focus the key                              feasible given your        message? What
who are they influenced    messages to better                                   resources?                 protocols exist?
by? What makes new         meet the needs and
information credible for   interests of the
them? What or who          identified audience?
could motivate change
or action?

1. Potential               52% of our                 Newsletter                Annually                 -    Board Chair
funders                    participants lowered                                                            -    Program
                           their BMI and over
2. Client(s)                                                                                                    Director
                           half of them
3. Consortium              maintained their new                                                            -    Client(s)
Partners                   BMI for more than 6
Bringing Communications to Life

  –   Paul Quinn, Health Policy Institute of Ohio
      Communicating with your Board

  –   Hollis Cohen, Public Health Solutions (NY)
      Communicating the Brand
Communicating with
Your Board

Paul Quinn, Health Policy Institute of Ohio




Board Members
                       Talking Points
Board Talking Points 8-08
The Health Policy Institute of Ohio is an independent, nonpartisan, statewide center that informs Ohio health
policy by forecasting health trends, analyzing key health issues, and communicating current research to
policymakers, state agencies and other decision-makers.
Advancing the health of Ohioans through informed policy decisions.
To serve as a catalyst for health policy leadership and transformation that advances the health of Ohioans through
non-partisan research, analysis, education and dialogue.
Core Values:
Collaboration and Diversity – finding common ground
Objectivity -- non-partisan, data-driven, and evidence-based
Integrity – a trusted, independent, and knowledgeable voice
Relevance -- focused on the major health policy issues facing Ohio
Innovation -- thoughtful and stimulating dialogue for solutions
The Health Policy Institute of Ohio has shown leadership in the following:
The Ohio Health Information Partnership Advisory Board charged with formulating policies and programs
addressing health information technology issues.
The State Coverage Initiatives (SCI) Program. Ohio is one of just 14 states participating in the Robert Wood
Johnson Foundation program to formulate strategies for decreasing the ranks of the uninsured.
The State Quality Institute (SQI), which is developing tactics for developing a high performance health care
system in Ohio.
The Practice-Based Epidemiology courses, co-sponsoring the program designed to enhance the applied
epidemiology skills of state and local public health practitioners.
The Ohio Family Health Survey, which provides data enabling local health agencies to identify needs and request
grants to serve those needs.
The Ohio Employer Health Survey, which provides data on the scope of employer insurance and health benefit
Web Site
• List Board members
• Include contact info
        FYI e-mails
To: Board members
Please find below several articles from today’s Columbus Dispatch.

Uninsured Ohioans have lots of company
Survey finds most lacked health coverage for 6 months-plus

Wednesday, April 8, 2009 3:08 AM
By Jack Torry
THE COLUMBUS DISPATCH WASHINGTON -- A new study by an organization that champions health-care
coverage for all Americans found that nearly 30 percent of Ohio residents younger than 65 were without insurance
for at least part of the past two years. Released yesterday by FamiliesUSA of Washington, the report also showed
that nearly 71 percent of the 2.8 million uninsured Ohio residents went more than six months without any health
insurance. The survey of Ohio and other states likely will intensify pressure on Congress to approve a major
overhaul of the U.S. health-care system to extend insurance to the nearly 50 million Americans without
coverage.The new report does not necessarily contradict the Ohio Family Health Survey released last month. That
survey of 51,000 households in Ohio showed that 17 percent of Ohio adults between ages 18 and 64 were
uninsured. For example, FamiliesUSA examined the uninsured in Ohio for a two-year period while the Ohio Family
Health Survey dealt with just one year. Authors of the Ohio health survey also asked respondents whether they
had been without health insurance during the previous month."It's not an apples-to-apples comparison," said Paul
Quinn, director of communication for the Health Policy Institute of Ohio, which conducted the Ohio Family
Health Survey. "There's no real way to compare our numbers." But Quinn said that the two surveys make it clear
that health coverage in Ohio is "getting worse, and there's a lot of reasons for that. The economy is bad,
unemployment is up, and fewer employers are offering health care."The vast majority of Americans obtain their
health insurance in one of three ways. Most working adults are insured through their employer. People older than
65 receive coverage from Medicare, while Medicaid covers children and adults in low -income families. But there is
a pool of Americans who either work for small companies that do not provide insurance or who have lost their jobs
Board Members
• Ambassadors
• 30-second
                                           Mid-Ohio Foodbank
                                           New headquarters progressing
                                           Wednesday, April 1, 2009 1:40
                                           By KEVIN PARKS
A building that once offered comfort for the weary will soon be helping to comfort those afflicted with
The process of turning the former Simmons Co. mattress factory at 3960 Brookham Drive into the new
headquarters and warehouse for the Mid-Ohio Foodbank is moving apace.
"I'm a big fan of reusing space," Matt Habash, president and chief executive officer of the Mid-Ohio
Foodbank, commented last week.
The building produced Beautyrest mattresses between 1988 and April 2004, when Simmons Co. officials
closed it down, putting 107 people out of work.
Come fall, people who have lost their jobs due to the current sour economy may find some sustenance
coming their way courtesy of the operations in the retrofitted structure.
"The building is laid out perfectly," Habash said.
The food bank acquired the vacant factory in May 2007. Habash hopes to consolidate all operations in the
structure when at least the first phase of renovation is finished sometime between Labor Day and
Halloween. When completed, the renovations will provide the operation, with 175,000 square feet of space
on a 14.5-acre site with more than 200 parking spaces.
The renovation will create a new entryway facing Brookham Drive. Some of the land will be used for a
community garden, according to Habash.
Purchasing, renovating and equipping the Brookham Drive building will cost a total of $16 -million, leading
food bank officials to launch the "Campaign to Sustain" with a goal of raising that much. To date, Habash
Bringing Communications to Life

  –   Paul Quinn, Health Policy Institute of Ohio
      Communicating with your Board

  –   Hollis Cohen, Public Health Solutions (NY)
      Communicating the Brand
Discussion and Next Steps

   Bring your communications plan with you in
    May and participate in a session to enhance
    your communications plan. We can also
    cover “Beyond the plan – being prepared for
    emergent situations,” preparing to speak to
    the media when sticky issues arrive, etc.”

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