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Proactive Planning and Project Execution in a Limited Resource Environment

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Hospital, nursing home, etc. Position/role. Administrators, direct ... Varied nature of the work that we do. Status of a particular job in the overall queue ... – PowerPoint PPT presentation

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Title: Proactive Planning and Project Execution in a Limited Resource Environment


1
Proactive Planning and Project Execution in a
Limited Resource Environment
  • 2009 AHQA Annual Meeting
  • February 23-26
  • Tampa, FL

2
  • an independent, not-for-profit corporation
    committed to assessing and improving the value of
    health care services received by consumers
    through the use of innovative methods and
    technologies.

Logiqual is an IPRO affiliate, providing health
care management solutions and consulting services
to private sector clients.
3
Background Information
4
IPRO Quick Facts
  • New York State Quality Improvement Organization
    since 1984
  • 10 New York State contracts
  • 10 New York county and city contracts
  • Contracts in more than 30 other states
  • ESRD
  • Co-sponsor of the New York State Health

    Accountability Foundation
  • Offices in Lake Success and Albany
  • 400 staff

5
IPRO Communications Department
Vice President Director of Marketing Senior
Editor Graphic Designer Administrative Assistant
6
IPRO Communications Department
  • Supports corporate and contract-specific
  • communications, marketing and public
  • relations
  • Writing, editing, production
  • Multi-media design
  • Conference development
  • Relationship building
  • Social marketing
  • External relations

7
Planning Communications Activities
8
The First Challenge
  • Development
  • Communications and Partnership plan for each of
    the six themes by August 31st
  • Three new themes
  • Tight time frame
  • Diverse priorities
  • Appropriate and consistent
    messaging for each theme
  • CMS communications requirements

9
The Opportunity
  • Reinforce the value of the
  • Communications Department
  • Our commitment
  • Communications as an
    integral part of each
    themes team
  • The importance of
    developing a Communications
    and
    Partnership Plan for each theme

10
The Opportunity
The Communications and Partnership Plan laid the
foundation for early collaboration between HCQIP
teams and Communications staff.
11
The Approach
  • After a careful review of our
  • 9SOW proposal, Communications
  • interviewed each team to
  • Ensure mutual understanding of the deliverables,
    goals, and strategies outlined for each theme
  • Target audiences
  • Barriers for each of the target audiences

12
The Approach
  • Collaborate on the development of communications
    strategies to help ensure deliverables are met
  • CDCynergy Social Marketing Model
  • Marry communications strategies to project goals
    and deliverables

13
Communications and Partnership Plan
  • Theme-specific outlines
  • Problem statement
  • Summary of current environment
  • High-level overview of target audience
  • Perspective of the different audiences
  • Goals and objectives
  • Addressing issues identified in the problem
    statement
  • Target audiences
  • Identification of primary and secondary target
    audiences
  • Recommendations for stakeholders/partners

14
Communications and Partnership Plan
15
Communications and Partnership Plan
  • Benefits to adopting the desired change
  • By target audience
  • Whats in it for me?
  • Key messages
  • Vital to all materials
  • Motivate target audiences to adopt desired
    behavior change
  • Based on understanding of project goals, target
    audiences, SWOT analysis, barriers, and benefits

16
Communications and Partnership Plan
  • Key messages contd
  • Clear, concise and tied to a consistent credible
    theme
  • Crystallize the goals in a meaningful way for
    each target audience
  • Providers
  • Setting/role, e.g., Hospital/C-suite
  • Consumers
  • Patients, informal caregivers
  • Stakeholders
  • Government, community groups, advocacy
    organizations, payers, employers, etc.

17
Communications and Partnership Plan
  • Tactics and activities
  • By target audience
  • Setting
  • Hospital, nursing home, etc
  • Position/role
  • Administrators, direct care staff, beneficiary,
    etc.
  • Intervention/vehicle
  • Patient education tool/distribution by
    faith-based organizations
  • Partners, where applicable
  • Co-sponsors of events, industry stakeholders,
    information intermediaries

18
Communications and Partnership Plan
  • Tactics and activities
  • Reach/frequency
  • Estimated number of individuals/groups impacted
    by activity/frequency of repetition
  • Indicators of success
  • Non-clinical indicators
  • Event evaluation forms
  • Tracking of orders for materials
  • Hits to Jeny
  • Tracking of press coverage
  • Tracking of inquiries from consumers
  • Staff Responsibilities/Assignments

19
Execution of Planned Activities
Get it done!
20
The Next Challenge
  • Execution
  • Approved Communications and Partnership Plan
  • Renewed conversations with HCQIP project managers
    before initiating the work
  • Ensure current environment supports work
  • Planned one to six months ago
  • Budgets

21
The Opportunity
  • Control expectations
  • Create realistic schedule
  • Clarify responsibilities
  • Establish venue for sharing information about
    ongoing activities

22
The Solution
  • HCQIP Liaisons
  • Intake Forms
  • Marketing/Production Schedule
  • Communicate, communicate, communicate!

23
The Approach
  • Now that weve proposed all of these great
    interventions...how can we possibly get it all
    done?

24
Re-establishing the HCQIP Liaison Role
  • What does a Liaison do?
  • Frontline Communication
    Department representatives
  • Intake projects
  • Ensure deadlines are met
  • Report HCQIP activity back to the rest of the
    Communications Department
  • Maintain Marketing/Production Schedule

25
The Communications Liaison
  • Modifications for the 9SOW
  • Down to two liaisons for all six themes
  • Barbara Schwartz
  • Director of Marketing
  • 6.2 Patient Safety
  • 6.3 Prevention
  • 7.3 Chronic Kidney Disease
  • Linda Sion
  • Senior Editor
  • 7.1 Disparities
  • 7.2 Care Transitions
  • ESRD
  • NCC, NWITS
  • Graphic Designer

26
The Communications Liaison
Marketing Editing Graphic
Design Production Public Relations
27
Intake Form
  • Form to initiate a new job with Editorial
    Services
  • Print and/or electronic
  • Brochure, poster, form, banner, stationery,
    promotion sheets, fact sheets, booklets, etc.
  • Initiates conversation about the job
  • Written Record
  • Approval
  • Details
  • Assign disclaimer number and log

28
Intake Form
  • Date submitted
  • Final due
  • Send to printer
  • Type
  • Title
  • Short description
  • Contact info
  • VP approval
  • Charge code
  • Format
  • Binding
  • Paper
  • Artwork
  • Copy
  • Output
  • Color
  • Type of mailer
  • Fold
  • List source
  • Estimates

29
Marketing/Production Schedule
  • Purpose
  • First time we are looking at the Communications
    and Partnership Plan in terms of a schedule for
    the proposed activities
  • Agreed upon master schedule/database
  • Centrally located schedule of activities,
    production schedule
  • Repository for jobs in progress and final
    versions
  • Value
  • Project management tool
  • Defines whos doing what
  • Establish realistic time frames
  • Way to refine the Communications and Partnership
    Plan to fit in with current reality

30
Marketing/Production Schedule
  • Contents
  • Theme
  • Activities/materials to be created
  • Draft, approved copy to Editorial Services
  • Final due date
  • Job completed by Editorial Services
  • Status/notes
  • Format
  • Excel
  • Sorted
  • Stored in shared drive
  • Real-time tracking

31
Marketing/Production Schedule
  • Populating the database
  • Step 1 Meetings - Liaison HCQIP team
  • Establish expectations and task assignments
  • Talk about the finer details
  • First draft of content, bids on a print job,
    location availability, layout/design, etc.
  • Due dates
  • Step 2 Internal Communications
  • Daily updates between liaisons
  • Report back to Communications Department
  • Add new items to schedule revise existing items,
    as need be

32
Marketing/Production Schedule
  • Step 3 and beyond The work begins!

33
Positive Outcomes Lessons Learned
  • Both HCQIP and Communications staff recognize the
    value of meeting the challenges of the 9SOW using
    a synergistic approach

34
Positive Outcomes Lessons Learned
  • The process of developing the Communications and
    Partnership Plan
  • 1) Demonstrates that many
    of the barriers to influencing our
    target audiences are rooted in issues
    that can be addressed with effective
    communications strategies

35
Positive Outcomes Lessons Learned
  • 2) Gives the HCQIP teams the opportunity to
    examine their work from a new perspective

36
Positive Outcomes Lessons Learned
  • Both Communications and HCQIP staff found the
    method used to develop the Communications and
    Partnership Plans extremely valuable in
    clarifying approaches and techniques

37
Positive Outcomes Lessons Learned
  • Defining tactics and activities
    by target audience ensures the use of appropriate
    levels of communication and relevant, accurate
    and consistent messaging.

38
Positive Outcomes Lessons Learned
  • Instituting a Marketing/Production Schedule
    provides a venue for Communications staff to
    establish desired ground rules, which in turn
    helps to manage HCQIPs expectations of the work
    to be accomplished

39
Positive Outcomes Lessons Learned
  • The new Marketing/Production Schedule ensures
  • Availability of Communications Department
    resources necessary to complete the specific
    project
  • Deadlines are met or revised based on
    mutual agreement
  • A streamlined approach to
    trafficking all print/electronic jobs

40
Positive Outcomes Lessons Learned
  • The ability to offer a centrally located database
    of jobs, accessible by HCQIP and Communications
    staff, allows us to demonstrate
  • Volume of time-sensitive work
    being executed by Communications staff at any
    given time
  • Varied nature of the work that we
    do
  • Status of a particular job in the overall queue

41
Questions?
42
For more information, contact
  • Barbara Schwartz, Director of Marketing
  • (516) 326-7767 ext. 403
  • bschwartz_at_ipro.org
  • Linda Sion, Senior Editor
  • (516) 326-7767 ext. 544
  • lsion_at_ipro.org

Corporate Headquarters 1979 Marcus Avenue, Lake
Success, NY 11042 ? www.ipro.org
This material was prepared by IPRO, the Medicare
Quality Improvement Organization for New York
State, under contract with the Centers for
Medicare Medicaid Services (CMS), an agency of
the U.S. Department of Health and Human Services.
The contents do not necessarily reflect CMS
policy. 9SOW-NY-THM6-7-09-01
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