This document provides guidance and talking points for communicating with a board of directors about an organization called the Health Policy Institute of Ohio. It begins by explaining the decision-making process and what board members may want to know. It then provides key messaging about the organization's vision, mission, and values. Specifically, it communicates that the Institute informs Ohio health policy through non-partisan research and analysis to advance the health of Ohioans. The document aims to equip communicators with essential information about the organization to effectively engage the board.

1. Educational Webinar: Communication
with Multiple Stakeholders
Tuesday, April 14th
, 2009
National Network of Public Health Institutes
Fostering Emerging Institutes Program
Call in Number: (800) 504-8071Call in Number: (800) 504-8071
Code: 3019823Code: 3019823

2. Please mute your line by
pressing *6
You can un-mute your line by
pressing *7
Do not put your phone
on hold.

3. 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

4. NNPHI April 14, 2009
Principles of the
Communication Strategy
Dina Wolfman Baker
Vice President of
Communications

5. 5
Integration
 The first key to effective
communication is an integrated
strategy
 Each level flows from and supports
the levels above
 All elements work effectively with
and in support of each other

6. 6
Structure
 The structure leads you through
the development of your strategy
and helps ensure integration

7. 7
Level 1: Background /
Context
 Organization-level mission and
goals
 Positive position and challenges
 Aspirations
 Market context
 Situational analysis

8. 8
Level 2: Audiences /
Stakeholders
 Identify and segment audiences
based on the organizational
context provided in Level 1
 Example:
Audience
Segmentation

9. 9
Level 3: Key Messages
 This is the centerpiece of the
strategy
 All communications will draw
from the key messages

10. 10
Level 3: Key Messages
 Overarching message
 Proof point
 Supporting message
 Proof points
 Supporting message
 Proof points
 Proof point…
PHMC Messaging
Architecture - mind map
PHMC Messaging
Architecture - text

11. NNPHI April 14, 2009

12. 12
Levels 4-6: Objectives,
Strategies & Tactics
 Objectives = what we want to
accomplish
 Strategies = how we want to
accomplish it
 Tactics = with what we will move
forward

13. 13
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
multiple)
 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

14. 14
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

15. 15
Level 5: Strategies
 Examples:
 Develop visual representations that aid in
communicating our messages to all
stakeholders
 Develop effective internal
communications, share standards and
messages, build cohesion through an
inclusive process, engage the workforce as
organizational advocates

16. 16
Level 6: Tactics
Activity Timeframe Responsible Party(ies) Budget
Engage senior staff in
strategic process
Beginning 4/14/09 and
onward
VP of communications N/A
Engage board May board meeting and
follow-up
VP of communications,
support from CEO
N/A
Launch new website Begin site assessment,
revise copy 4/14/09
through 6/1/09
Design/build 6/1/09
through 8/15/09
Complete testing
9/15/09
Launch 9/20/09
Senior Designer
Copywriter
$5,500 in staff resources
 Consider indicating audience(s) served

17. NNPHI April 14, 2009
Planning the Elevator Speech

18. 18
Definition
 What is an elevator speech?

19. 19
Consistency + Flexibility
 Standard language
 Modular
 Use or draw from messaging
architecture

20. 20
Messaging Architecture
 As the architect, you lay out the
verbal “space” but others must
be able to use it as needed
PHMC Messaging
Architecture - mind map
PHMC Messaging
Architecture - text

21. NNPHI April 14, 2009

22. 22
Disseminate the
Message
 Training
 Role-playing
 Modeling

23. 23
Discussion

24. NNPHI FEIP
Communication
Community Health System Development Team
Georgia Health Policy Center

25. Positioning for Sustainability
Communication
Leadership
Evaluation
Return on Investment
Strategic Vision
Organization Capacity
Efficiency and Practicality

26. The Need for Communication
You define
perceptions
Leverage
current success
Awareness
facilitates the
“ask”
Purposeful Communication Identify Audiences Involve Leaders Build a Plan

27. 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

28. Communication as Leader
Purposeful Communication Identify Audiences Involve Leaders Build a Plan

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

30. 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
Access
Influence
Advice Connections

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

32. Develop Initial Strategy
• Develop an initial communication strategy that will
support sustainability efforts. Begin to define the
following:
• Audience
• Key Messages
• Method of Communication
• Frequency of Communication
• Who Delivers the Message
Purposeful Communication Identify Audiences Involve Leaders Build a Plan

33. Communication Plan
Audience:
Identify and profile
specific audiences to
target with a
communications
initiative.
What are the
characteristics of this
audience? (e.g. gender,
education, ethnicity,
profession) What or
who are they influenced
by? What makes new
information credible for
them? What or who
could motivate change
or action?
Key
Messages:
What are the two to
three most compelling
sentences you could
use to motivate the
identified audience?
What is the source of
those messages? How
could you focus the key
messages to better
meet the needs and
interests of the
identified audience?
Method(s) of
Communication:
Identify the conduit for
sending your message
to the chosen target
audience. Figure out
where and from whom
the audience gets their
information
Frequency of
Communication:
Decide how often you
need to deliver your
messages to keep your
audience informed and
engaged What
method(s) are
effective? What
method(s) are feasible
given your resources?
Who Delivers
the Message:
Who within your
organization (or
potentially an external
partner) carries
credibility with your
audience and should be
the one to deliver your
message? What
protocols exist?
1. Potential
funders
2. Client(s)
3. Consortium
Partners
52% of our
participants lowered
their BMI and over
half of them
maintained their new
BMI for more than 6
months!
 Newsletter  Annually - Board Chair
- Program
Director
- Client(s)
SAMPLE

34. Bringing Communications to Life
– Paul Quinn, Health Policy Institute of Ohio
Communicating with your Board
– Hollis Cohen, Public Health Solutions (NY)
Communicating the Brand

35. Communicating withCommunicating with
Your BoardYour Board
Paul Quinn, Health Policy Institute of OhioPaul Quinn, Health Policy Institute of Ohio

36. Decision-MakingDecision-Making
ProcessProcess

37. DecisionDecision
TrialTrial
EvaluationEvaluation
InterestInterest
AwarenessAwareness

38. WWhat’shat’s
IInn
IItt
FForor
MMe?e?

39. Board MembersBoard Members

41. Talking PointsTalking Points
Board Talking PointsBoard Talking Points 8-088-08
The Health Policy Institute of Ohio is an independent, nonpartisan, statewide center that informs Ohio healthThe 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 topolicy by forecasting health trends, analyzing key health issues, and communicating current research to
policymakers, state agencies and other decision-makers.policymakers, state agencies and other decision-makers.
VisionVision
Advancing the health of Ohioans through informed policy decisions.Advancing the health of Ohioans through informed policy decisions.
MissionMission
To serve as a catalyst for health policy leadership and transformation that advances the health of OhioansTo serve as a catalyst for health policy leadership and transformation that advances the health of Ohioans
through non-partisan research, analysis, education and dialogue.through non-partisan research, analysis, education and dialogue.
Core Values:Core Values:
Collaboration and Diversity –Collaboration and Diversity – finding common groundfinding common ground
Objectivity --Objectivity -- non-partisan, data-driven, and evidence-basednon-partisan, data-driven, and evidence-based
Integrity –Integrity – a trusted, independent, and knowledgeable voicea trusted, independent, and knowledgeable voice
Relevance --Relevance -- focused on the major health policy issues facing Ohiofocused on the major health policy issues facing Ohio
Innovation --Innovation -- thoughtful and stimulating dialogue for solutionsthoughtful and stimulating dialogue for solutions
The Health Policy Institute of Ohio has shown leadership in the following:The Health Policy Institute of Ohio has shown leadership in the following:
The Ohio Health Information Partnership Advisory Board charged with formulating policies and programsThe Ohio Health Information Partnership Advisory Board charged with formulating policies and programs
addressing health information technology issues.addressing health information technology issues.
The State Coverage Initiatives (SCI) Program. Ohio is one of just 14 states participating in the Robert WoodThe 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.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 careThe State Quality Institute (SQI), which is developing tactics for developing a high performance health care
system in Ohio.system in Ohio.
The Practice-Based Epidemiology courses, co-sponsoring the program designed to enhance the appliedThe Practice-Based Epidemiology courses, co-sponsoring the program designed to enhance the applied
epidemiology skills of state and local public health practitioners.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 requestThe Ohio Family Health Survey, which provides data enabling local health agencies to identify needs and request
grants to serve those needs.grants to serve those needs.
The Ohio Employer Health Survey, which provides data on the scope of employer insurance and health benefitThe Ohio Employer Health Survey, which provides data on the scope of employer insurance and health benefit

43. Web SiteWeb Site
• List Board membersList Board members
• Include contact infoInclude contact info

44. FYI e-mailsFYI e-mails
To: Board membersTo: Board members
Please find below several articles from today’s Columbus Dispatch.Please find below several articles from today’s Columbus Dispatch.
Uninsured Ohioans have lots of companyUninsured Ohioans have lots of company
Survey finds most lacked health coverage for 6 months-plusSurvey finds most lacked health coverage for 6 months-plus
Wednesday, April 8, 2009 3:08 AMWednesday, April 8, 2009 3:08 AM
ByBy JackJack TorryTorry
THE COLUMBUS DISPATCH WASHINGTON -- A new study by an organization that champions health-careTHE 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 withoutcoverage 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 reportinsurance 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 withoutalso 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 aany 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 withoutmajor 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.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 wereThat 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 Ohiouninsured. 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 whetherFamily 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," saidthey had been without health insurance during the previous month."It's not an apples-to-apples comparison," said
Paul Quinn, director of communication for thePaul Quinn, director of communication for the Health Policy Institute of OhioHealth Policy Institute of Ohio, which conducted the Ohio Family, 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 clearHealth 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,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 theirunemployment 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 thanhealth 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 there65 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 theiris a pool of Americans who either work for small companies that do not provide insurance or who have lost their

45. BoardBoard
MemberMember
PublicationsPublications

48. Board MembersBoard Members
• AmbassadorsAmbassadors
• 30-second30-second
commercialcommercial

50. BoardBoard
RecognitionRecognition

51. A building that once offered comfort for the weary will soon be helping to comfort those afflicted withA building that once offered comfort for the weary will soon be helping to comfort those afflicted with
hunger.hunger.
The process of turning the former Simmons Co. mattress factory at 3960 Brookham Drive into the newThe 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.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"I'm a big fan of reusing space," Matt Habash, president and chief executive officer of the Mid-Ohio
Foodbank, commented last week.Foodbank, commented last week.
The building produced Beautyrest mattresses between 1988 and April 2004, when Simmons Co. officialsThe building produced Beautyrest mattresses between 1988 and April 2004, when Simmons Co. officials
closed it down, putting 107 people out of work.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 sustenanceCome 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.coming their way courtesy of the operations in the retrofitted structure.
"The building is laid out perfectly," Habash said."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 theThe 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 andstructure 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 ofHalloween. 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.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 aThe renovation will create a new entryway facing Brookham Drive. Some of the land will be used for a
community garden, according to Habash.community garden, according to Habash.
Purchasing, renovating and equipping the Brookham Drive building will cost a total of $16-million,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,leading food bank officials to launch the "Campaign to Sustain" with a goal of raising that much. To date,
Mid-Ohio FoodbankMid-Ohio Foodbank
New headquarters progressingNew headquarters progressing
Wednesday, April 1, 2009 1:40Wednesday, April 1, 2009 1:40
PMPM
By KEVIN PARKSBy KEVIN PARKS

52. CommunityCommunity
PartnershipsPartnerships

53. Bringing Communications to Life
– Paul Quinn, Health Policy Institute of Ohio
Communicating with your Board
– Hollis Cohen, Public Health Solutions (NY)
Communicating the Brand

54. 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.”