Central Local Health Integration Network Communications Strategy

Transcription

1 Central Local Health Integration Network Communications Strategy Any new organization or service needs to establish awareness for itself, promote understanding of its unique attributes, and forge connections of relevance with the stakeholders it strives to serve. Based on the En/Trust Model - Centre for Ethical Orientation. Submitted:

2 TABLE OF CONTENTS CENTRAL LHIN COMMUNICATIONS STRATEGY...1 A) OVERVIEW...1 B) PURPOSE...1 C) GOALS...2 D) CENTRAL LHIN COMMUNICATION PRINCIPLES...2 E) CONTEXT (ENVIRONMENTAL SCAN)...3 F) CENTRAL LHIN STAKEHOLDERS DEFINED...4 G) RECOMMENDED COMMUNICATIONS STRATEGIES...5 a) Concentrate on the Critical Few...5 b) Segment and Build Understanding of Stakeholders...6 c) Promote the IHSP and its Implementation...6 d) Use a Variety of Communications Vehicles to Reach Stakeholders...6 e) Implement a Media Relations Strategy...6 f) Establish a Communications Advisory Group...6 g) Establish a System for Effective Internal Communications (Staff and Board)...6 H) EVALUATING THE EFFECTIVENESS OF THE CENTRAL LHIN COMMUNICATIONS...7 I) NEXT STEPS...7

3 CENTRAL LHIN COMMUNICATIONS STRATEGY A) Overview Strategic communications goes beyond generating publicity. Strategic communications identifies specific messages and information, decides to whom you will convey them and why, determines how you will get that word out, then measures the results. In fact, awareness of an organization and its mandate is meaningless if the consumer perceives no value. Organizations can spend millions of dollars on advertising (i.e. raising awareness) and still fail in their mission if it is not valued. What this means is that Central LHIN communications is not about marketing and awareness levels. Rather, our strategic communications is about demonstrating the integrity of our Mission, Vision and Values. It is about identifying in our achievements what is meaningful to our communities, telling them about it and listening to how they respond to what they have heard. It is not about the message but about our actions as an organization. To be successful, then, we must first understand what is meaningful to our communities. We must listen to what our communities need and demonstrate our commitment to and understanding of those needs through our responses/actions that are within our ability to deliver. That is why communications and community engagement are integrally linked. One informs the other. Board involvement in stakeholder engagement activities is one way to demonstrate commitment and responsiveness to local communities. In order for Board members to be successful ambassadors connecting with communities, sharing information and returning with feedback they need to be supported by knowledgeable staff that can quickly see the big picture and are aware of the activities of the LHIN as a whole. This role as ambassador can add tremendous value to an effective communications strategy. Therefore, Board members and staff alike have a significant role to play in fostering credibility and demonstrating value in support of the Central LHIN s Strategic Plan. Internal information sharing regarding the activities within the organization will support the successful communication of activities and achievements outwardly, helping the Board achieve its ambassadorship role, and ultimately helping to attain overall communication goals. LHIN Board members have been appointed through orders-in-council based on their skills and track record as leaders within their communities. It is important for the public and stakeholders to get to know all the LHIN Board members, especially in the communities where they live and work. B) Purpose Because communications already takes place at every level of an organizations and so frequently, its importance is often taken for granted. A communications strategy, therefore, is an essential tool for integrating all the organization s activities into a communications context. Communications is part of all of the Central LHIN s activities, and is most closely related to and integrally linked with community engagement activities. However, communications is a core 1

4 business practice that stands alone, essential to achieving our organizational goals. It helps us to highlight synergies and shared opportunities in our various activities and programs so that we may use resources more effectively and strategically. In other words, it fosters familiarity with and knowledge about our audiences and from us for them and helps us to pinpoint and address issues proactively. It also helps us to understand our audiences better when we need to be reactive to issues. So at its core, the purpose of the Central LHIN Communications Strategy is: To encourage the sharing of ideas and information as well as stimulating support for and participation in the Central LHIN s Mission and Vision. It is clear that from an operational and communications perspective, the key factor to achieve this state of success is the establishment and sustenance of credibility, leading to trust. Every activity that contributes to this helps reinforce the value of the LHIN to the health care system. Honest, transparent, timely and balanced communications support this direction. The goals, principles and stakeholders outlined in this strategy mirror the Central LHIN Stakeholder Engagement Strategy, as the two core functions are by their nature, intertwined. C) Goals The Central LHIN has consulted with thousands of health service providers and members of the public as it developed its first Strategic Plan and Integrated Health Service Plan. Recognizing that a key overarching enabler for all its activities is communications, the Central LHIN has created its first Communications Strategy to: Deliver on the Central LHIN promise to listen respectfully to and communicate effectively with stakeholders Establish the LHIN as a valued source for information, expertise, management and most important as a catalyst for change Manage stakeholder expectations and build trust by providing balanced information and perspectives Stimulate and support ongoing community engagement and collaboration among service providers Build and maintain community confidence Demonstrate its value as an essential contributor to the health care system Develop strategies for leveraging opportunities and tackling barriers to change D) Central LHIN Communication Principles On an ongoing basis, the Central LHIN is committed to responsive communications and engagement with stakeholders that have a stake in, or will be affected by, its actions. The following principles, derived from the Central LHIN Stakeholder Engagement Strategy, will guide its work: Transparent The Central LHIN will communicate with stakeholders in an open process, with transparent purpose, goals, accountabilities, expectations and constraints. It will be open, honest and realistic about all its activities. 2

5 Timely The Central LHIN will communicate with stakeholders early and often, allowing sufficient time for meaningful dialogue, consultation and modification of its plans. Inclusive The Central LHIN will implement specific outreach initiatives to engage with and communicate to hard-to-reach and marginalized populations. It will reduce barriers to access caused by factors such as language, culture, geography and physical limitations. Appropriate The Central LHIN will utilize levels and methods of communications that suit the stakeholders and the goals of the communication. Accessible The Central LHIN will be accessible to provide clear and comprehensive information to stakeholders in order to facilitate their understanding of and involvement with planning and priority setting. Balanced The Central LHIN will provide balanced and thorough information to stakeholders. Forthright The Central LHIN will address issues directly, providing complete and straightforward information to all our stakeholders whenever possible. Collaborative The Central LHIN will work in partnership with our stakeholders to ensure information is relevant and meaningful to our respective audiences and addresses the needs of our communities. Responsive The Central LHIN will listen to issues raised by stakeholders and will work in partnership to find local solutions. Accountable The Central LHIN will monitor the effectiveness of these communications strategies according to the above principles as well as those in the Central LHIN Stakeholder Engagement Strategy. E) Context (Environmental Scan) In its first Strategic Plan and Integrated Health Service Plan, the Central LHIN has set the following strategic directions and will need to communicate them through words and actions: Creating a caring, collaborative environment Building community confidence Establishing local health system priorities Facilitating design of a continuum of care and support Developing Central LHIN s capacity to deliver its mission To foster a positive reputation related to its strategic directions, the Central LHIN will also need to communicate its: Value to the health care system and the public; and Credibility, openness, honesty, and transparency in all its activities. 3

6 Along with information derived from the above, an environmental scan was undertaken to develop the Communications Strategy. Interviews were conducted with Central LHIN Board members and staff as well as communications leads of health service providers. Several common themes emerged: The importance of reporting back on the IHSP The Integrated Health Service Plan (IHSP) was developed through the participation of numerous stakeholders, including providers and the public. In many respects, therefore, it is their plan and will need to be acknowledged as such. Now that the IHSP has been finalized, the LHIN needs to continue to communicate with those that helped develop it in order to maintain the momentum. The Central LHIN will need to discuss the plan, the choice of priorities, areas that have not been included and what that will mean. The Central LHIN will need to share information about system level planning that is underway and fast-tracked initiatives that are moving forward to signal that there is action on some fronts and to provide tangible examples of what the LHIN intends to do. It will also need to be honest about what it is not able to accomplish at this time and when, realistically, further goals may be achieved. The need to focus community engagement Given the size of its mandate and the scarcity of resources, the Central LHIN will need to focus its outreach and continue to expand health care partnerships and collaborate with networks that already exist. Health service providers have expressed their willingness to help the LHIN with this. As well, Board involvement in community outreach is essential. Appointed as leaders within their communities, LHIN Board members have a major role to play in building credibility with other Boards and the public. We also heard that having frequent, open, clear and consistent communications with key stakeholders will help the Central LHIN to plan, build support for and implement the changes that will create a coordinated and improved health system. Equally important as listening to the needs, issues and concerns of stakeholders is acknowledging and responding to those needs. The Central LHIN will need to foster realistic expectations by communicating not only what is achievable, but what is not within its ability to deliver regardless of the reasons. The scope and size of the Central LHIN mandate is substantive; harnessing solutions and resources from the field will be essential in fulfilling this mandate. LHIN Board members, staff and health service providers recognize that the only way the LHIN can achieve its communications goals is by devoting resources to communications and leveraging existing networks and partnerships. F) Central LHIN Stakeholders Defined The Central LHIN is committed to an inclusive Communications Strategy. All individuals, groups of individuals or organizations who will either be affected by LHIN activities or have the ability to affect LHIN activities are stakeholders. Not all stakeholders will necessarily be located within the Central LHIN geography. It is recognized that some health care consumers, services, existing networks and local partnerships will cross these boundaries. The Central LHIN communications process will be flexible and stakeholders will not be excluded from engagement based on their location. 4

7 The following table provides an overview of the many stakeholder groups with which the Central LHIN plans to communicate, along with a general description of each group and some illustrative examples where appropriate. Stakeholder Group Public Health Interest/Advocacy Groups Health Service Providers Health Care Professionals General Description with examples Those who live, work and/or receive services within the Central LHIN boundaries. The general public is the largest stakeholder group and must be involved in the communications process and stakeholder engagement. Members of the public have a strong desire to become involved in the health system and take responsibility for their own health and health decisions. Groups of individuals who have a vested interest in changes to the health system. Provider organizations/programs that will be funded directly by the Central LHIN. Physicians Health care professionals (non LHIN-funded) Unions Professional associations (local chapters) and networks Aboriginal Community leaders Outreach organizations (e.g., Native Friendship Centres) Reservation residents Francophone Francophone Various African communities Vietnamese Government and LHINs Provincial, regional and municipal government representatives Ministry of Health and Long-Term Care Other LHINs LHIN Advisory Groups and Committees Local Media Groups whose members have been recruited as key informants for LHIN activities and decision-making. As a conduit to and from the general public (requires a separate strategy) Local newspapers, radio, television G) Recommended Communications Strategies The following strategies are recommended, based on the research conducted and the strategy discussed above. In particular, for each of these recommendations, we will focus our efforts with motivated stakeholders working with the willing and, to a lesser degree, the public and special interest groups. a) Concentrate on the Critical Few Identifying and concentrating on the critical few will help manage and focus limited time and resources. At the same time, the Central LHIN will need to work on planting and nurturing seeds of interest with less engaged stakeholders and the public at large. 5

8 To assist us in reaching the critical few, we have identified the following stakeholder groups: 1. Health Service Providers. 2. Health Interest Groups. 3. The public (e.g., ethnocultural/faith/multilingual groups, business leaders, educators). b) Segment and Build Understanding of Stakeholders To build support of key constituents, it is essential to have an understanding of them and how they think. Who is supportive? Who is not? What are some of the barriers and bridges to change? This basic understanding of stakeholders is key to segmenting them, which is a starting point for issues management, and the development of targeted communications that will provide the information that they need. Once barriers and opportunities are identified, engagement strategies can be developed to promote understanding, address issues and support positive change. This will help to identify local champions identifying and equipping third-party leaders to speak about the LHINs. c) Promote the IHSP and its Implementation Stakeholders want to hear back from the LHIN about the IHSP and what it will mean for them. Stakeholders want to know what they can expect, how they can help, and how they can work in partnership with the LHIN to impact future directions and improvements. d) Use a Variety of Communications Vehicles to Reach Stakeholders Just informing people of an issue is not enough to build credibility. Health service provider staff and/or others will need to be reminded what LHINs are all about. The information will need to be repeated over and over. The Central LHIN will continue to use an integrated mix of communication vehicles to reach target stakeholders. e) Implement a Media Relations Strategy The Central LHIN has already started building relationships with local media through editorial board meetings. A more inclusive media relations strategy will be developed in support of the Communications Strategy. f) Establish a Communications Advisory Group Health Service Providers are willing to work with the Central LHIN to provide a two-way flow of information. This includes heads ups about issues and announcements, working in partnership to get information from and to stakeholders and developing strategies to improve communications across the LHIN. Many communicators are also part of other networks, presenting an opportunity to expand the communication network. g) Establish a System for Effective Internal Communications (Staff and Board) Board members and employees alike have a significant role to play in fostering credibility and value, and building an internal communications culture will contribute to an understanding of Central LHIN stakeholders, the sharing of new developments and best practices in the field and the ultimate success of the Central LHIN s Strategic Plan. 6

9 H) Evaluating the Effectiveness of the Central LHIN Communications Since communications is a key part of the Central LHIN mandate, it is important that the same rigour is applied to the communications activities as other initiatives. To achieve this thoroughness, the Central LHIN will evaluate the effectiveness of its communications using a variety of measurement tools: The Central LHIN will track Ministry polling that is conducted on a regular basis to note any increase in public awareness of LHINs generally, and GTA/905 specifically. This polling will also provide an excellent source of information on messaging that resonates with the public and areas of health care services delivery that are of greatest interest. A follow-up survey of health care communicators in the Central LHIN should be conducted further into our mandate to assess the perceived effectiveness of our communications strategy and collaterals. The LHIN will also track and scorecard media coverage on an ongoing basis to assess how the media view the LHIN and its activities. Both media hits and public impressions will be monitored. Tracking and maintaining statistics on public and stakeholder involvement in events such as engagement activities and Board meetings will allow us to monitor awareness and engagement of local publics. Monitoring of website usage, including hits, pages viewed and (if viable) time spent viewing pages will provide data for areas of public focus and interest. Equally important, the LHIN will be open to anecdotal feedback, questions and concerns from stakeholders to Central LHIN website, Board and staff, and letters to the editor of local newspapers that can be monitored through internal communications process, procedures and policies. I) Next Steps This Communications Strategy is integrally linked to the Central LHIN Mission, Vision and Values, and supports the implementation of the Strategic Plan and the Integrated Health Service Plan (IHSP). The Communications Strategy, like the IHSP, is a living, breathing and evolving plan that is dynamic and responsive. Action plans to support this strategy will therefore be developed on an ongoing basis as part of the implementation. It is also recommended that resources be put in place to support a dedicated Communications Lead, which will be essential to the successful execution of the strategy. 7