Communications & Engagement Plan Systems

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1 Communications & Engagement Plan Systems Consumers People Strategy Systems Partners Financial Linda Bisonette, President & CEO

2 Table of Contents 1. Mission, Vision & Values Statements 2. Background 3. Executive Summary 4. Strategic Priorities a. Our Patients b. Our People c. Our Community & Care Partners 5. Key Community Partners 6. Desired Outcomes 7. Targets/Objectives 8. Specific Activities/Initiatives 9. Evaluating the Effectiveness of the Plan 10. Overview 2

3 1. MISSION, VISION & VALUES STATEMENTS Mission To foster the well being of the people we serve. Vision The realization of optimum health for the people in our community through an integrated health care system. Values an environment where everyone is treated with dignity, respect and compassion. promotion of positive working environments and relationships. commitment to excellence in the provision of safe, high quality, patientfocussed care. facilitate access in collaboration with our health care partners to appropriate care in response to patient need. accountable to our stakeholders to ensure responsible stewardship of our resources. Committed to the recruitment and retention of staff who are dedicated to the organization s Mission, Vision and Values. 3

4 2. BACKGROUND This strategic communication plan was developed initially in 2006 and has since been revised in 2008 and The current plan reflects the existing Strategic Plan 2010 and its short and long term priorities. Recent legislative requirements are also incorporated into the initiatives and efforts contained in the plan. 4

5 3. EXECUTIVE SUMMARY: The Perth and Smiths Falls District Hospital Strategic Communications Plan (the Plan ) is intended to guide the organization in its communications to its patients, people and community and care partners. It is recognized that good communication is everyone s responsibility. The Plan has been created to ensure that stakeholders in the catchment area of the Perth and Smiths Falls District Hospital (the Hospital ) are informed of the activities and actions of the Hospital. The Plan will also serve to improve the hospital s communications culture and enhance capacity for proactive strategy. With the leadership of the Corporate Office, the Hospital has developed and implemented strategic communications initiatives. The Hospital is committed to providing honest, timely and straightforward communications, demonstrating the value of mutual respect and integrity to all stakeholders. The fundamental purpose of the Plan is to present a clear and concise framework for communicating. Mechanisms are in place to ensure the provision of succinct and relevant organizational information to both internal and external audiences. 5

6 4. STRATEGIC PRIORITIES A) OUR PATIENTS - Patient information booklet single use document recently revised summer 2013 and available to all patients and families - Mission, Vision and Values signage posted throughout organization and in patient rooms - Strategic Priorities signage posted throughout hospital - Patient Declaration of Values signage posted in patient and waiting areas - Auxiliary support information desks, portering, etc. - Hospital website provides significant information regarding services, locations, diagnostic testing preparation information - Access to general inquiries via the Hospital website Users can contact the Hospital to communicate requests. - Compliments and Concerns can be shared via the Hospital website: - Patients Rights and Responsibilities are provided in the Patient information booklet and signage is posted throughout the organization. 6

7 B) STRATEGIC PRIORITIES OUR PEOPLE - General Staff meetings regular meetings (bi-monthly) sessions held at both sites to provide updates on events and issues related to the Hospital. Current information regarding the Hospital s financial position is also provided. - Departmental meetings managers ensure regular staff/department meetings are held based on information shared at leadership (Department Head) meetings - Leadership/Management meetings monthly meetings are held for management - Meditech intranet any notices, media releases, reports generated are provided online to staff via the Meditech system - Connections newsletter a monthly communiqué circulated to all staff that is focussed on relaying general information and updates. This newsletter captures information regarding initiatives, upcoming events and recognition of new employees. - Staff Education and Best Practices updates are shared regularly with all staff - Links on website to support staff Physicians: - members of the Medical Advisory Committee receive regular (monthly) updates from the President & CEO via the Corporate Report to the MAC - President & CEO is invited to Medical Staff meetings - Satisfaction surveys are conducted and results analyzed - Development of Physician Recruitment brochure 7

8 C) OUR COMMUNITY & CARE PARTNERS - Speakers Bureau the Hospital introduced a Speakers Bureau in 2009 as a means to better connect with our external audiences. Information regarding this information is available on the Hospital website. - Media Releases prepared by Hospital and shared with: 1. Hospital staff; 2. Board of Directors; and 3. local media outlets (print, radio, television). - Communications Student (Pilot Project) the creation of a temporary part time position to assist in the development of hospital-related news stories was implemented in July The position is responsible for the preparation of departmental stories; newsworthy items and other current events involving the Hospital and its community partners. - Municipal meetings The President & CEO and Board Chair or designate accept invitations and offer to attend municipal council meetings to provide current/relevant information. - Website to address the growing demand for electronic access to information the Hospital launched a complete review of the website in The Hospital website is an active site and current information. Access to general inquiries via the Hospital website Users can contact the Hospital to communicate requests. - Community Visibility Participate in service clubs, attend community group meetings and develop relationships with our communities. The Hospital is supportive of various awareness projects such as, Diabetes Month, Child Abuse Prevention Month, Heart & Stroke Foundation, Canadian Cancer Society, etc. - Partners for Life Program partnership with Canadian Blood Services - Liaison Committee (sub-committee of Hospital Board of Directors) mandate to meet and discuss relationships with key counterparts and allied agencies - Board of Directors Portal the Hospital developed a board password protected portal in Essentially, information found on this portal is that which is presented in the new board member orientation binder. Additionally, all board meeting materials and sub-committee materials are uploaded to the site. - Board Orientation Manual available on-line (portal) and updated as required; most recently revised in July Online surveys regular surveys sent to Board of Directors - Communications Toolkit brochures, signage, posters, newsletters, newspaper notices, giveaways, etc. - Local fundraising/awareness initiatives local marathons, golf tournaments, dinners, etc. - Foundations and Auxiliaries the Hospital is supported by two foundations and two auxiliaries - Surveys distribution, collection and analysis of satisfaction surveys for out-patient and in-patient services 8

9 5. KEY COMMUNITY PARTNERS Physicians Staff Volunteers Sponsored Agencies Two (2) Hospital Foundations Two (2) Hospital Auxiliaries Local Health Integration Networks Ministry of Health & Long-Term Care Ontario Hospital Association MPPs and MPs Donors Media Stakeholders/general public Municipalities Community Care Access Centre (multi-site) Mental health organizations Long-term care homes Agencies providing 50 community support services Six (6) hospitals (some are multi-site): Quinte Health Care Corporation Kingston General Hospital Hotel Dieu Hospital Providence Continuing Care Brockville General Hospital Lennox and Addington County General Hospital 9

10 6. DESIRED OUTCOMES To build awareness and understanding of the Hospital s desired future, its current situation and the case for change as defined by organization values and strategic directions To build awareness of the hospital s role and services offered to the communities it serves as well as its role in promoting, supporting and participating in ongoing community development To manage and protect the hospital s reputation with key stakeholders build trust, support and community pride for the hospital 10

11 7. TARGETS/OBJECTIVES a) To ensure that staff, physicians and volunteers are well informed about the organizations strengths, opportunities for improvement and strategic directions to allow them to speak knowledgably and to confidently advocate and proudly with patients, families and the community at large. b) To ensure that media representatives, auxiliaries and foundations are informed of dates, times, locations of Perth and Smiths Falls District Hospital Board of Directors meetings. c) To ensure that municipal governance Town of Smiths Falls, Town of Perth, Townships of Montague, Rideau Lakes, Drummond-North Elmsley, Lanark- Highlands, Merrickville-Wolford, etc., are kept apprised of hospital progress, successes and issues. d) That the President & CEO and Board Chair will make themselves available for presentations to community groups and interview opportunities such as service clubs, newspaper, radio and cable television. e) That the President & CEO and Chair of Liaison Committee shall attend meetings of the GWM Auxiliary and the SFCH Auxiliary to share information and receive feedback. f) The President & CEO and Board Chair shall attend monthly meetings of both the GWM Foundation Board of Directors and the SFCH Foundation Board of Directors to share information and receive feedback. g) To continue to promote an internal culture of timely, accurate, inclusive and relevant communication. h) To ensure that the organizational website is maintained with current and updated information. i) To support physicians, staff and volunteer recruitment and retention through clear, concise and coordinated messaging. j) To investigate the utility and capacity of the organization to utilize social media as a communications medium (i.e. Facebook, Twitter, etc.) k) To develop easily understood reporting strategies which demonstrate transparency and dispel fears related to specific indicators of safe, high quality patient care, eg. Use of balanced scorecards and dashboards. 11

12 8. SPECIFIC ACTIVITIES/INITIATIVES - Board of Directors Portal/Intranet o Implemented in 2008 and revised in 2012 and 2013 o Provides current information and stores general information for board members to reference (policies, meeting materials for board and subcommittee meetings and by-laws) - Development of Dashboards o Dashboards have been developed for: Hospital Strategic Plan, Quality Improvement Plan, Financial (Performance Improvement Plan) Review and Peer Review - Addressing Social Media o The Liaison Committee of the Board of Directors has commenced its discussion regarding the merits of implementing and utilizing additional social media tools such as Facebook and Twitter. These tools would be used in addition to the existing hospital website. - Increased Engagement & Transparency with Staff, Physicians, Communities o Development of Connections Newsletter this is an internal newsletter developed on a monthly basis providing current news and events to an internal audience. o More frequent and regular general staff meetings the President & CEO prides herself on hosting regular meetings for all staff and physicians. Topics are of a general nature and provide updates on current issues. It is also a forum for attendees to pose questions. o Meditech communications 12

13 9. EVALUATING THE EFFECTIVENESS OF THE PLAN - Feedback from staff in the form of satisfaction surveys. - Feedback from physicians in the form of satisfaction surveys. - Compliments following municipal and community presentations by staff, physicians and board members. - Repeated invitations to do radio talk shows and requests for additional press releases. - Feedback from foundations and auxiliaries in terms of adequacy of information shared. - Receipt of donations following presentations wherein capital equipment needs are outlined. 13

14 10. OVERVIEW Issues will continue to be managed with the principles of openness, transparency and accountability. PSFDH is committed to quality improvement and will continue to enhance the quality of care and service delivery. Emphasis will be placed on communicating with the residents of our catchment area regarding our initiatives that will ensure our best possible health care experience with the highest standard of quality care for our patients. PSFDH will continue to communicate its current issues using the internal and external communication tools available such as local newspapers media releases and notices, community events, radio interviews and website. It is anticipated that through this plan, there will be: - increased public confidence in PSFDH patient services - educated public on patient responsibility and patient safety - increased alignment with government direction - enhanced employee morale 14

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