Compass ProgramChange Management Plan
July 2008
2
Agenda
• Our Role
• Our Goal
• Our Strategy
– Communication
– Change Network
– Stakeholders
• Closing Thoughts
3
Our role
• Membership
– Kate O’Brien (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
4
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
5
Time
BehaviorChange
Contact AwarenessUnderstanding
PositivePerception
Acceptance
Institutionalization
Internalization
You are here…?
Threshold @ Go-live
Our goal
The Change Curve
6
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
7
Our Communication Philosophy
• We’ll tell you what we know
• We’ll tell you what we don’t know
• We’ll tell you if we can’t share something yet
8
Our strategy
Three core components of change management:
Communication
Change Network
Stakeholders
9
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexible
10
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexibleTruthfulTruthful
11
We will tell:
• What we know, when we know it
• What we think we know
• What we don’t know and when we think we will know it
• What we know but can’t tell and why
• If we aren’t specific about what we know and what we
don’t know, the “rumor mill” will fill in the blanks
• The “rumor mill” is often worse than the reality
Truthful communication
12
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexible
TimelyTimely
13
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
14
Timely communication
10/16/06 VPsProject Background, Benefits (1 slide),
Activities, Executive Discussions, Siemens as Vendor, Next Steps
Community VPs Update
Asked about Communication requirements at their respective
entities
11/15/06Finance
Committee
Selected Accenture as Implementation Partner, Siemens Contracting, Gap
Analysis Approach, Next StepsPresentation
12/6/06 IT LeadershipCompass update, detail surrounding activiites -- gap analysis, hr issues,
contracting; IT perspective throughoutPresentation John Stone John Stone
CreatorDate
Contracting and Pre-Design: October 2006 - Present
MessengerVehicleAudience Message Comments
•All information pertinent to all audiences and all key
messages for the Compass program on an ongoing
basis are captured here
Sample Communication Plan
15
Timely communication
Comm Plan
CT
Cmpss Team
Emerging Need
CMTDo we
own it?Emergency?
Back to requestor/other
appropriate person
CMT provides tools/editing as
needed
Yes
No
, bu
t w
e’ll
hel
p
No
No
Assn:
1) Exec. Owner
2) CCMT “Doer”
Exec. Owner /
Doer create
Comm.
JRNL / PJM
review comm.
CMT
revises comm. Go!
Yes (24 Hours)
CMT creates
comm.
(2 Days)
CMT
revises comm.
CMT
revises comm.
CMT
revises comm.
Go!CT/ Proc.
Arch. review
(3 – 4 Days)
JRNL review
(2 Days)
PJM review
(2 Days)
Development and Vetting Process
Reactive Short Timeline
Proactive / Reactive Long Timeline
16
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexible
RegularRegular
17
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)
18
Regular communication
Summer 2007 Fall 2007 Summer 2008 Fall 2008
LEVEL-
SETTING
CORPORATE
DESIGN
REPORT OUT
NEWTON
WELLESLEY
Communication Plan by Phase
19
•A way of tracking and assessing contact with each audience over time
Regular communication
Audience View
20
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexibleRelevantRelevant
21
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)
22
Relevant communication
Values Concerns
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 didn’t know that my hospital
was part of a larger network• Patients will infer capabilities that are not in
scope
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
23
Relevant communication
Values Concerns
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
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 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?
24
Relevant communication
Values Concerns
Front End Staff
Easier scheduling, registration, ADT systems Information for case management will be more
accessible
Finance
Improved financial systems Improved service to patients Increased revenue for Partners and the entities Common data and rules
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
I’m 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
Pride in the improved patient experience Will I be told what I need to know when I need to know it?
25
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexible
Entity FocusedEntity Focused
26
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)
27
Entity focused communication
Entity 1 Entity 2
Entity 4
Entity 5
Change Management
Team(CMT)
Entity Communications Teams
• 1 CMT representative
• 2 CT entity members
• 2-3 additional entity reps
Communications Team (CT)
• CMT plus 2 members from each entity (HR + PA)
Entity 3
28
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexible
Multiple VehiclesMultiple Vehicles
29
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.
30
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?
Multiple vehicles for communication
Monthly Slide Deck
31
• FAQs
• Program updates
• Recent presentations
• Leadership messages (e.g. from Dr. Mongan)
• Detailed information linked to email communications
• Other
Multiple vehicles for communication
Web Site Material
32
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
33
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexibleBrandedBranded
34
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”
35
Our strategy
Communication
Communication needs to be:
Truthful
Timely
Regular
Relevant
Entity-focusedDelivered in multiple vehiclesSupported by a strong brandFlexibleFlexibleFlexible
36
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
37
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
Our strategy
38
Change agents
• 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
What is a Change Agent?
39
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
Change agents
Change Agent Support
40
Our strategy
Stakeholders
We will identify, monitor and develop a remediation plan
for our individual stakeholders and stakeholder groups
as necessary
41
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
42
• 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
Managing stakeholder groups
43
CT
MediaPayers
Donors
Executive
Entities
Program Team
CTCMT
PHS Board
Executive Leadership
Op Heads
CFOs, CIOs
Key Executives
Physician Organizations
External
CMTPMO
CMT
MGH
BWHNWH
NSMC
Patients
Program Team
Managing stakeholder groups
CMT
44
Time
BehaviorChange
Contact AwarenessUnderstanding
PositivePerception
Acceptance
Institutionalization
Internalization
You are here…?
Threshold @ Go-live
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
45
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
46
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
47
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
48
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 don’t know the answer, I will find where to direct you