Compass Program Change Management Plan

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Compass ProgramChange Management Plan

• July 2008

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Agenda

• Our Role
• Our Goal
• Our Strategy
• Communication
• Change Network
• Stakeholders
• Closing Thoughts

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Our role

• Membership
• Kate OBrien (Team Lead)
• Blake Reynolds (Communications Coordinator)
• Gian Schauer (Content Developer)
• Laurie Connors (Strategy)
• Ted Witherell (Strategy)
• Laura Semlies (Strategy)
• Lisa Adragna (PMO Liaison)
• John Stone (Advisor)
• Provide strategy and infrastructure for Compass
  Change Management

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Our goal

• The goal of the Change Management Team (CMT) is
  to move our constituents along the change curve
  from initial contact to positive perception
• If we are successful, our efforts will encourage
  engagement in Corporate Design and support
  successful implementations at the entities

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Our goal

• The Change Curve

You are here?
Internalization
Institutionalization
Behavior Change
Acceptance
Threshold _at_ Go-live
Positive Perception
Understanding
Awareness
Contact
Time
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Our strategy

• We will rely on strong communications to move our
  stakeholder groups along the Change Curve
• Communications will be planned for multiple
  audiences, with a tailored message for each
  audience
• We have come up with a set of guiding principles
  to govern our program communications

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Our Communication Philosophy

• Well tell you what we know
• Well tell you what we dont know
• Well tell you if we cant share something yet

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Our strategy

• Three core components of change management
• Communication
• Change Network
• Stakeholders

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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
Truthful
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Truthful communication

• We will tell
• What we know, when we know it
• What we think we know
• What we dont know and when we think we will know
  it
• What we know but cant tell and why
• If we arent specific about what we know and what
  we dont know, the rumor mill will fill in the
  blanks
• The rumor mill is often worse than the reality

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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
Timely
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Timely communication

• Ensuring that communication is timely in a
  program this complex will require
• Formal timeline of proactive communications that
  coincides with the program critical path
• Clear vetting process so that proactive and
  reactive communications can be developed, vetted
  and disseminated in a timely manner

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Timely communication
Sample Communication Plan

• All information pertinent to all audiences and
  all key
• messages for the Compass program on an ongoing
• basis are captured here

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Timely communication
Development and Vetting Process
Reactive Short Timeline
No, but well help
No
Yes
Emergency?
Do we own it?
CMT
No
Proactive / Reactive Long Timeline
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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
Regular
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Regular communication

• Communications should occur on a predictable
  and strategically repetitive schedule.
• Strategic Repetition
• People need to hear something three times for it
  to register as important
• Quarterly Themes
• Develop core themes and include them in multiple
  communications over a three-month timeframe
• Audience-Based Tracking
• Track frequency and message by audience to ensure
  that communication is appropriate
• Communications will be tailored and tracked for
  each audience (e.g. CFOs, Physicians, Managers)

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Regular communication
Communication Plan by Phase
Summer 2007
Fall 2007
Summer 2008
Fall 2008
NEWTON WELLESLEY
CORPORATE DESIGN
REPORT OUT
LEVEL-SETTING
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Regular communication
Audience View

• A way of tracking and assessing contact with each
  
• audience over time

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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
Relevant
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Relevant communication

• We will ensure that communications are relevant
  by
• Providing information on current activities
• Delivering tailored messages to specific
  audiences
• Linking the communications plan to the program
  work plan in order to deliver to milestones
• Leveraging the Value Plan to craft messages for
  stakeholder groups
• Tracking communications by message (not only
  frequency)

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Relevant communication
Values Concerns
Patient Patient
Make it easier to get high quality care (right care at the right location) Common scheduling Common registration Online service Increased service and access When things change, will I know what to do? What is Partners? I didnt know that my hospital was part of a larger network Patients will infer capabilities that are not in scope
Clinician Clinician
Reduce time-consuming administrative hassles Easier for physicians who work at multiple Partners sites Easier to refer patients to other physicians within Partners Feel increased value and satisfaction with Partners Improved data flow between clinical and administrative information systems means increased patient safety Distraction due to Compass will stall other IS requests Loss of staff to training Loss of control over scheduling Pressure to use open scheduling Will I lose my patients? How can non-owned practices participate in Compass? Compass may inadvertently increase patient expectations for clinicians (docs should know everything about them) Leakage of patients to other entities / doctors Will this mean an increased burden of responsibility on patients? Loss of entity brand vs. Partners brand
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Relevant communication
Values Concerns
CEOs / Sr. Leadership CEOs / Sr. Leadership
Increase patient loyalty Increase ROI Added value from Partners hospitals working together Decreased system complexity Reduced exposure to risk (compliance, financial) Cost Staff distraction too much focus on Compass Will this work? Forced to put other projects on hold Length and sequence of timeline
All Impacted Managers All Impacted Managers
Systems will increase efficiency and effectiveness of staff Faster onboarding Increased staff satisfaction Increased revenue Will staff leave to work on the project? Will I need to devote time to project? Loss of control due to standardization Training will take staff away from their jobs Increased energy required to manage staff through change Will experts on the old system leave? Will other IS requests be put on hold? Will anything really change? Will I lose my job?
All Impacted Staff All Impacted Staff
Systems will be easier to use, more intuitive and require less memorization Skills portable to other Partners locations Increased morale resulting from reduced feelings of us vs.them Loss of control Resistance to change Will I lose my job? Will my job change? How?
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Relevant communication
Values Concerns
Front End Staff Front End Staff
Easier scheduling, registration, ADT systems Information for case management will be more accessible
Finance Finance
Improved financial systems Improved service to patients Increased revenue for Partners and the entities Common data and rules
IS IS
Updated scheduling, registration and other systems will provide better patient service Biggest IS healthcare project (pride, excitement, challenge) No longer need to maintain multiple systems and interfaces Enhanced integration provides great opportunities for innovation Need to maintain the old system while the new system is being deployed Im an expert in a system that will be replaced. Should I leave Partners or learn new system? Will my job go away? Will the new system work? How much training will I need?
General Staff General Staff
Pride in the improved patient experience Will I be told what I need to know when I need to know it?
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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
Entity Focused
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Entity focused communication

• Compass Communications Team (CT)
• Includes an HR rep and a Public Affairs rep from
  each entity (additional members TBD)
• Meets monthly to vet communications and
  facilitate dissemination of communications at
  each entity
• Each entity will have its own communications team
  during the implementation supported by the Change
  Management Team (CMT)

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Entity focused communication

• Communications Team (CT)
• CMT plus 2 members from each entity (HR PA)

Entity 3

• Entity Communications Teams
• 1 CMT representative
• 2 CT entity members
• 2-3 additional entity reps

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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
Multiple Vehicles
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Multiple vehicles for communication

• E-mail will be used for central messages
• If it includes sensitive material, we will use
  the following sequence
• Process Owners Steering Committee / CT
• Senior Partners Leadership
• Mangers / Directors
• All Staff
• Monthly slide deck utilized by the Program
  Management Organization (PMO)
• Compass Web site on the Partners intranet
• Presentations
• Open forums and regularly scheduled meetings
• Other
• Mailings, posters, etc.

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Multiple vehicles for communication
Monthly Slide Deck

• Each month the Change Management Team (CMT) will
  create a deck of core slides for the Program
  Management Organization (PMO) to use in all
  presentations
• Additional info may be added for specific
  meetings
• The deck will address the following questions
• Where is the program now?
• What are the current activities?
• What do I need to know?
• What are my concerns?

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Multiple vehicles for communication

• FAQs
• Program updates
• Recent presentations
• Leadership messages (e.g. from Dr. Mongan)
• Detailed information linked to email
  communications
• Other

Web Site Material
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Multiple vehicles for communication

• Compass Intranet
• Material available on site
• All past communication materials
• Executive directors and program leadership bios
• ESC and CDC member list by entity
• Frequently asked questions
• A way for you to submit questions/ comments/
  observations
• To learn more about Compass,
• check out http//compass.partners.org

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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Branded
Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
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Branded communication

• Use of Graphic Designer to develop new Compass
  logo
• Simple look for easy brand identification
• Develop standards for use in slide decks, e-mail
  and written material
• Develop short video to brand the Compass vision
• Geared to Partners managers and new program
  employees
• Develop a robust, professional-looking website
  with Compass-specific look and feel

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Our strategy

• Communication
• Communication needs to be
• Truthful
• Timely
• Regular
• Relevant

Flexible
Entity-focused Delivered in multiple
vehicles Supported by a strong brand Flexible
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Flexible communication

• The complexity and scope of the program will
  require our communications to remain agile and
  flexible
• We will balance maintaining certain elements of
  consistency with the need to respond to internal
  program and external PHS changes
• Keeping the CMT and CT focused and in step will
  increase flexibility and responsiveness

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Our strategy

• Change Network
• An interconnected network of people actively
  enabling change in the organization. It is
  comprised of linkages between the Compass
  Program, key stakeholders and stakeholder groups
  across the organization at multiple levels
• Goals are to support change
• with open, timely, and relevant communication
• by monitoring "health" of stakeholder groups
• by proactively addressing concerns before they
  impact the Program
• by inviting the participation of stakeholder
  groups

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Change agents
What is a Change Agent?

• Responsibilities
• Advocate evangelize for the Compass Program
• Act as the face of Compass change management
  efforts within assigned group(s) facilitate
  meetings, conduct presentations
• Serve as the eyes and ears of Compass program
  management
• Facilitate Change Management and Communication
  efforts within group(s)
• Will be formally asked to fill this role
• Supported by Change Management Team and by
  Training

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Change agents
Change Agent Support

• All team members are considered Change Agents
• A component of every job description
• Training
• Appropriate training will be provided for the
  team
• Coaching
• Will be available
• Risks and Issues
• Scheduled a weekly PMO meeting to focus on
  stakeholder risks and issues
• Open Forums
• Twice monthly Change Management open forum with
  the entire program team

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Our strategy

• Stakeholders
• We will identify, monitor and develop a
  remediation plan for our individual stakeholders
  and stakeholder groups as necessary

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Identifying stakeholders

• Who is a stakeholder?
• Entity executives from CEOs to Directors /
  Managers
• How are stakeholders organized?
• Individuals are placed in one of three tiers
• Tier 1 20-25 key executives very influential to
  the success of the program
• Reviewed by Executive Directors, Advisory Group
  and Executive Sponsors
• Assigned an owner and plan as needed
• Tier 2 VPs and CIOs, CFOs
• Reviewed by Executive Directors and Advisory
  Group and plan determined as necessary
• Tier 3 Directors and Managers
• Reviewed and managed by the PMO
• How are stakeholders evaluated?
• Assigned green, yellow or red designations
  according to perceived view toward the program

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Managing stakeholder groups

• There are numerous stakeholders groups attached
  to the program
• They have been grouped into 4 key buckets
• Executives
• Partners employees
• PMO
• Other groups e.g. patients, donors
• Database will be used to track and monitor
  stakeholder groups. Can be sorted by
• Content of presentations
• Timing of communications
• Issues/concerns

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Managing stakeholder groups
CMT
Executive Leadership
Executive
PHS Board
Op Heads
Key Executives
CFOs, CIOs
CMT
MGH
CT
Entities
Physician Organizations
BWH
NWH
NSMC
CMT
PMO
Program Team
Program Team
CMT
CT
Patients
External
Media
Payers
Donors
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Our goal

• The Change Curve

If all of these components of Change Management
are successful, we will achieve our goal of
moving stakeholders along the change curve
We will conduct surveys throughout the program to
gauge the change level and movement of
stakeholder groups
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Closing thoughts

• Training
• We are in the early stages of building out a
  robust training program for end users
• Training will be an important component of the
  Compass Program from a Change Management as
  well as a program-wide perspective

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Closing thoughts

• Risk Mitigation
• We have a comprehensive strategy for risk
  mitigation, including
• A close relationship with the PMO
• Three weekly sessions with team members
• One specifically dedicated to issues and risks
• Stakeholder Management activities
• Identify and develop action plan for risky
  stakeholders
• Emergency plan for communication
• Quick, reactive plan to release accurate
  information
• Change Management training for Compass team
• Equip individual team members with necessary
  skills to identify and address issues and risks
  at the point of occurrence

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Closing thoughts

• Compass is fundamentally a change project
• Will be a serious challenge
• Largest program to date at Partners
• Everyone involved in the program is charged with
  managing this change
• Compass success depends on Change Management

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Your Toolkit We have a lot of communication
resources that anyone can access.

• Communication calling cards!
• Intranet http//www.partners.org/compass
• FAQs
• Information about project scope, Soarian product,
  project team
• Monthly communication deck
• Email the project team directly watch the
  Compass video
• CDC and ESC members at each entity have formed
  Home Teams to plan for their entity
  implementation
• You can direct people to ask their CDC and ESC
  representatives (names of members are on the
  intranet under more information)
• Ask me! If I dont know the answer, I will find
  where to direct you