Title: Proactive Planning and Project Execution in a Limited Resource Environment
1Proactive 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.
3Background Information
4IPRO 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
5IPRO Communications Department
Vice President Director of Marketing Senior
Editor Graphic Designer Administrative Assistant
6IPRO 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
7Planning Communications Activities
8The 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
9The 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
10The Opportunity
The Communications and Partnership Plan laid the
foundation for early collaboration between HCQIP
teams and Communications staff.
11The 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
12The 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
13Communications 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
14Communications and Partnership Plan
15Communications 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 -
16Communications 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. -
17Communications 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 -
18Communications 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
19Execution of Planned Activities
Get it done!
20The 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
21The Opportunity
- Control expectations
- Create realistic schedule
- Clarify responsibilities
- Establish venue for sharing information about
ongoing activities
22The Solution
- HCQIP Liaisons
- Intake Forms
- Marketing/Production Schedule
- Communicate, communicate, communicate!
23The Approach
- Now that weve proposed all of these great
interventions...how can we possibly get it all
done?
24Re-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
25The 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
26The Communications Liaison
Marketing Editing Graphic
Design Production Public Relations
27Intake 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
28Intake 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
29Marketing/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
30Marketing/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
31Marketing/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
32Marketing/Production Schedule
- Step 3 and beyond The work begins!
33Positive Outcomes Lessons Learned
- Both HCQIP and Communications staff recognize the
value of meeting the challenges of the 9SOW using
a synergistic approach
34Positive 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
35Positive Outcomes Lessons Learned
- 2) Gives the HCQIP teams the opportunity to
examine their work from a new perspective
36Positive 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
37Positive Outcomes Lessons Learned
- Defining tactics and activities
by target audience ensures the use of appropriate
levels of communication and relevant, accurate
and consistent messaging.
38Positive 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
39Positive 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
40Positive 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
41Questions?
42For 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