Ldmh Communication Plan 2012

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Ldmh Communication Plan 2012

  1. 1. LDMH Communication Plan 2012/2013Supporting a culture of two-way communication
  2. 2. Why LDMH requires this Communications Plan• As a result of LDMH’s recent strategic planning process, an identified gap determined the need to develop and implement an internal/external communications plan at the hospital.
  3. 3. Purpose of the Plan• Hospitals generally have an overarching strategy for all their communications including internal communications, key internal and external events, and unforeseen incidents.• A well-developed communications framework will assist LDMH to integrate all of its communications work on a particular issue,• Leamington District Memorial Hospital has a need to communicate with many different audiences – beginning with staff at every discipline – policy makers, government relations – patients and their families, – media relations – academics, – the health care industry (system partners), – service, ethnic and community groups.
  4. 4. What will the plan accomplishInternal Communication• Build staff awareness/understanding of the hospital’s future goals, – current situation and – the case for change, – based on the organization’s values/evolving strategic directions• Ensure staff understand, they are valued as an integral part of the hospitals in all of the following – performance – standing in the community, – have the information they need to do their jobs, – willing to serve as ambassadors for the hospital and build the hospital’s reputation• Ensure managers understand and accept their role in the communication process• Ensure a variety of communication platforms are provided to better suit the preferences of a multifunctional team
  5. 5. What will the plan accomplishExternal Communication• Build awareness of LDMH role and service offered to communities it serves as – its role in community engagement, • Promoting/supporting • participating in community development• Build awareness/understanding of LDMH – its current situation – desired future, – case for change defined by LDMH – values and strategic direction• Manage and protect the hospital’s reputation with key stakeholders – build trust, in creating – definable and defensible position – throughout communities LDMH will be serving and to – its system partners.• Enhance Media Relations – become a desired source of relevant information as a key healthcare provider throughout the communities it serves and the overall Erie St. Clair LHIN
  6. 6. Research ConductedStaff and System Partners• In the course of developing this communications plan for LDMH, research was conducted beginning with the writer’s involvement in the strategic plan process – And further the following research was conducted: Staff engagement Erie St. Clair LHIN Region System Partners
  7. 7. Communication Plan FrameworkIntroduction• The LDMH Corporate Communication Plan is a strategic document that details the internal and external communication priorities, process and policies that will guide the activities supporting the Leamington District Memorial Hospital through the fiscal year 2012-2013• The purpose is to outline clear and attainable communication goals/priorities with tactics that are measureable while ensuring success in the most cost effective manner given the available or proposed resources.• The following slides outline LDMH overarching objectives, strategic goals and provides a context for the communications-specific plans.
  8. 8. Communication Plan Framework, continuedGoals of the LDMH Communication Plan• COMMUNICATING THE MISSION: To be recognized as the fundamental “patient-centered” community hospital delivering compassionate care – close to home• INTERNAL COMMUNICATION STRATEGY: Develop a communications framework that will improve two-way internal communications utilizing a variety of platforms available to staff capability• EXTERNAL COMMUNICATION STRATEGY: Build an external communication program that will focus on community engagement delivering key imperatives while becoming more visible throughout the communities LDMH will serve
  9. 9. Communication Plan Framework, continuedCommunication Plan Outline• Strategy Implication • Key Messages – Strategic Plan has identified the need to – LDMH provided services improve internal/external communications – LDMH position in continuum of service offering – Create a definable/defensible position throughout the communities LDMH will be – LDMH relevance as community hospital – close serving to home• Communication Objectives • Timelines – Provide understanding of the LDMH Strategic – Outlined by calendar if events Plan – Enhance perception of LDMH internally and – Specific requirements of tactical imperatives externally • Tactics & Tools – Improve staff satisfaction – Provide communication framework improved – Enhance information sharing internal/external two-way communications variety of platforms stakeholders for staff• Target Audiences – Proactively engage communities – All Staff – Communities • Responsibility/Measureable – Elected Officials – Identified spokesperson for communication – Service /Cultural Groups imperative – Business Sector – Determine communication measurable – Healthcare Partners – Media
  10. 10. Understanding the Tactical Imperatives for the LDMH Communication Plan• There are several tactical imperatives that LDMH will need to communicate internally and externally to determined audiences.• Each of the imperative will be detailed in accordance with the seven essential elements of the communication reviewed on the previous slide.• Note the Tactical Imperative identified as Announcements/News Media and slightly larger will be the communication bucket whereby general and significant announcements regarding accomplishments and news worthy stories are directed and specific target audiences determined and media coordination arranged.• The next slide identify the Tactical Imperatives for LDMH communication planning:
  11. 11. Communication Plan Framework, continuedTactical Imperatives for the LDMH Communication Plan
  12. 12. LDMH Target Audiences for Communication and Community engagementCore Audience Sphere
  13. 13. Understanding LDMH Internal/External Audiences LDMH’s core audience is staff; followed by the patient/public, healthcare system partners, the media and other key opinion formers.• Internal • External – Public/Patients – LDMH Board – Media – Foundation Board – MPPs; MPs; Municipal Council – Community Members and Board – MOHLTC Committees – LHIN hospital partners (WRH, HDGH, – Patient/Family CKHA, Bluewater) – Staff – System Partners • CCAC; FHTs; CMHA; CHCs; Essex – Operations Group Community Services; EMS; – Physicians • Teen Health Centre; Windsor Essex County Health Unit; Trillium; University – MAC of Windsor; – Medical Association – Service Clubs – Volunteers – Cultural Groups – LDMH Labour Representatives – Business Sector – Industry Associations – St. Clair College; others (provide database of contacts) – OHA, OMA, CPSO – External Labour Groups
  14. 14. LDMH Target Audiences for Communication and Community engagementTarget Audiences
  15. 15. LDMH Internal/External Audiences Target Audience DatabaseContact data for each of the stakeholder audiences is provided to LDMH in a databaseand Outlook format for external stakeholders provided electronically to the CEO Office
  16. 16. Communication Tools & Tactics Internal Channelswhat follows is an outline only of internal channels for communication. A list of 15 recommendations arediscussed in the report beginning on pg 15 and detailed in the inventory of recommendations beginning on pg 43of the report.•Direct CommunicationTeam Brief sessions •Electronic Formats •LDMH PublicationsBoard/SMT meetingcommunication Video LDMH NewsletterStaff Recognition programStrategic Plan presentation Monitoring/EquipmentConsistent Notice Boards Physician Bulletin BriefExhibit Display Stands Constant ContactStaff Orientation Nurse Lab EducationHandbook/Electronic Howie Newsletter LDMH Website
  17. 17. Communication Tools & Tactics External Communication ToolsA comprehensive discussion outlining external communication tools and recommendations areprovided in the communication plan report beginning on pg 27 through pg 29. below is a generaloutline of the tools discussed. • LDMH new website/launch campaign • LDMH new logo design • Strategic Plan/Provided Services/Performances – Presentation and Community Engagement • Paid Advertising • Printed Material • Email Broadcast external communication – Constant Contact • You Tube platforms • Social Media
  18. 18. Communication Tools & Tactics External Communication StrategyPrimary strategy for improving LDMH’s awareness to its target audiences and communities are two-fold: Community Engagement Media Relations • One of LDMH fundamental responsibilities is the • The media appetite for health stories and engagement of core audiences/stakeholders in all patient service improvements will continue to aspects of: grow. – Hospital provided service – Activities • LDMH should pursue a policy of active – Accomplishments – Performance and, engagement with the media – Strategic Direction – Ensure that media know the key contacts/spokespeople at LDMH • These services, activities, accomplishments, performances and strategic direction are the Tactical • LDMH will need to update its media policy for Imperatives that LDMH are to communicated and engage with the community media query, direction and identified spokesperson which will help manage the • Specific Communities for Engagement inquiry. – Patient/Family Communication – System Partners • News releases templates should be updated: – Opinion Leaders/Elected and Community Leaders – Community Relations – always include backgrounder information, – Service and Cultural Groups – video links if available. – Business/Industry Associations – better stories are packaged media will continue to pick up stories from LDMH as a source
  19. 19. Tactical Imperatives for LDMH Communication Planning• The LDMH Communication Plan with approval of the Board and implementation direction of the CEO Office and management team will be able to determine its level of involvement and the scope of its advocacy activities.• These activities will be specifically outlined via the Tactical Imperatives for Communication in section 12 page 30 and specifically detailed in section 13 pages 31-42 Specific Communication Strategies• What follows in the next slides is: – Action Plan for Tactical Imperatives – Samples of Specific Objectives/Strategies Tactical Imperative
  20. 20. Action Plan for TacticalImperatives
  21. 21. Tactical ImperativesObjectives/Strategies
  22. 22. Tactical ImperativesObjectives/Strategies
  23. 23. Tactical ImperativesObjectives/Strategies
  24. 24. Tactical ImperativesObjectives/Strategies
  25. 25. Tactical ImperativesObjectives/Strategies

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