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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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
Communications
NNPHI April 14, 2009
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
5
Structure
 The structure leads you through
the development of your strategy
and helps ensure integration
6
Level 1: Background /
Context
 Organization-level mission and
goals
 Positive position and challenges
 Aspirations
 Market context
 Situational analysis
7
Level 2: Audiences /
Stakeholders
 Identify and segment audiences
based on the organizational
context provided in Level 1
 Example:
8
Level 3: Key Messages
 This is the centerpiece of the
strategy
 All communications will draw
from the key messages
9
Level 3: Key Messages
 Overarching message
 Proof point
 Supporting message
 Proof points
 Supporting message
 Proof points
 Proof point…
10
NNPHI April 14, 2009
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
12
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
13
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
14
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
15
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
16
Planning the Elevator Speech
NNPHI April 14, 2009
Definition
 What is an elevator speech?
18
Consistency + Flexibility
 Standard language
 Modular
 Use or draw from messaging
architecture
19
Messaging Architecture
 As the architect, you lay out the
verbal “space” but others must
be able to use it as needed
20
NNPHI April 14, 2009
Disseminate the
Message
 Training
 Role-playing
 Modeling
22
Discussion
23
NNPHI FEIP
Communication
Community Health System Development Team
Georgia Health Policy Center
Positioning for Sustainability
Communication
Leadership
Evaluation
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
perceptions
Leverage
current success
Awareness
facilitates the
“ask”
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 longterm sustainability.
Purposeful Communication
Identify Audiences
Involve Leaders
Build a Plan
Communication as Leader
Strategic Transformation
LeaderSpeak
Purposeful Communication
Identify Audiences
Speech Acts
Involve Leaders
Build a Plan
Powerful Expression
Declaration ……………
Assertion ………………
Accountable ………….
Calling Together ……..
Framing ……………….
Mission Empathy……..
“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 …”
Request & Offer ………
Acknowledge …………
Say “Yes” ……………..
Effective Questions …..
Active Listening ………
“And,” not “Or”…………
“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.”
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
Communication
Methods and Tools
• Need to consider methods and
tools available when designing
plan.
• Choose the methods most
appropriate and feasible for your
organization.
Build a Plan
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
following:
• Audience
• Key Messages
• Method of Communication
• Frequency of Communication
• Who Delivers the Message
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?
1. Potential
funders
2. Client(s)
3. Consortium
Partners
Key
Messages:
Method(s) of Frequency of Who Delivers
Communication: Communication: the Message:
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?
Identify the conduit for
sending your message
to the chosen target
audience. Figure out
where and from whom
the audience gets their
information
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 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?
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)
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
Decision-Making
Process
Decision
Trial
Evaluation
Interest
Awareness
What’s
In
It
For
Me?
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.
Vision
Advancing the health of Ohioans through informed policy decisions.
Mission
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
Member
Publications
Board Members
• Ambassadors
• 30-second
commercial
Board
Recognition
Mid-Ohio Foodbank
New headquarters progressing
Wednesday, April 1, 2009 1:40
PM
By KEVIN PARKS
A building that once offered comfort for the weary will soon be helping to comfort those afflicted with
hunger.
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
Community
Partnerships
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.”