Unity brings strength to group Uniting these four divisions with diverse, yet related, disciplines into one area is already reaping benefits. According to Bruce N. Bagni, senior vice president, Public Affairs, and general counsel, the divisions function at a higher level both individually and as a group. "We're integrating our efforts to better serve our clients to build public understanding and support for our corporate strategies," says Bagni. "We're working to help our various publics take effective action. We want to encourage legislators to vote a certain way, customers to buy a certain product and the public to view the organization more favorably." "This past year, Public Affairs established excellent public policy positions and communicated them more effectively," says Bagni. "The result was more effective political influencing activity." The Public Affairs Group is working toward integrating all forms of communications so they will accomplish a number of key goals. For example,
advertising campaigns will not only sell products, but they'll also build our image and brand recognition, and incorporate political influencing messages. "Whether we are communicating through ad vertising, news releases, speeches, newsletters or legislative activity, we're communicating in a more consistent, compelling and integrated way," says Bagni. "This integrated approach enhances our brand strength and increases the publics' understanding, support and appreciation for BCBSF. Ultimately, our efforts will be instrumental in helping the company gain and keep customers."
e' re integrating our efforts to better
serve our clients to build public understanding and support .
• • • • • • • • • • • • • • • •
�
�Let us hear from youl This issue concludes the special series of Profile focusing on Organization Re-design. Divisions and corporate projects that were not addressed in the series will be featured in future communications as appropriate. To help us communicate better with you, please take a
. t..\\$\t•
�'9\'G
few moments to complete the attached feedback form on the Public Affairs issue and on the Organization Re-design series as a whole and send your responses to: Laura Jo Brunson, Public Relations/Corporate Communications, DCC 3-4 (fax: 904/905-6638).
• .. is published by the Public Relations/Corporate Communications
Division for the employees of Blue Cross and Blue Shield of Florida.
special issue l l September 30, 1998
All r.ights are reserved. This publication or parts thereof may not
be reproduced in any form without permission. Copyright 1998.
We invite your comments. Call (904) 905-3402.
editor
Laura Jo Brunson, APR
design and production
Swan Graphics, Inc.
(
�
A I] BlueCross BlueShield y of Florida ·===
1\•Jt"' 9•,t\\G 9rl\ \. "c
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A special series devoted to Organization Re-design
September 30, 1 998
Public Affairs Group strengthens brand, visibility, public understanding ,-Wo factors identified during Organization Re-design I as critical to our success are the enhancement of our brand strength and our ability to ensure an envi-
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ronment in which we can successfully HE - IJ
compete. To achieve these goals, Public Relations & Corporate Communications and Adver/'J'
• Incorporated the brand management coordination role into the responsibilities of the Advertising & Market Communications division; • Developed consultant roles for Advertising & Market Communications and PR & Corporate Communications staff; �
/ 6'
�
tising & Market Communications divisions teamed up with Government and Legislative Relations, and Public Policy to form the
• Located the constituent relations and community relations functions within the PR & Corporate Communications division; and c:::,
Public Affairs Group. "The company has very high brand-name recognition and a favorable public image," says Bruce A. Davidson, who served as senior vice president, Public Affairs, until July 1998, when he was appointed senior vice president, South Geographic Business Unit. "All communications have an impact on our public image. By creating the Public Affairs Group, we're better able to build public understanding and support for our corporate objectives." During re-design, Public Affairs also: • Developed a common vision and mission for a unified approach to public affairs initiatives; • Moved the four divisions to one location (Deerwood Campus Complex) to improve integration and organizational effectiveness; • Created a leaner, flatter, more proactive organization focused on the needs of its clients; • Changed the name of Advertising & Customer Communications to Advertising & Market Communications to better reflect the division's role;
• Created an operational support unit to facilitate planning, budgeting and reporting for Public Affairs. These changes met a number of key design criteria used during the re-design process. For example, they capture scale, increase productivity, minimize Continued on page 3.
When the Public Affairs Group was formed, Bruce Davidson was appointed senior vice president, Public Affairs. Upon Davidson's appointment as senior vice president, South Geographic Business Unit, in July 1998, Chris Doerr, chief financial officer and senior vice president, assumed the senior leadership responsibility for the Public Affairs Group until the review of the Senior Leadership Team structure was completed in September. Under the company's new reporting structure, General Counsel Bruce N. Bagni was named senior vice president, Public Affairs. Bagni will continue to serve as general counsel and corporate secretary.
PR & Corporate Communications focuses on clients
During re-design, Public Relations & Corporate
Communications combined into one area under
the leadership of Patrick McCabe, vice president. PR &
To more fully leverage staff capabilities, managerial
positions were replaced with positions focused more
on individual contribution. Managers now serve as
team leaders, coaches, problem solvers
and integrators.
Corporate Communications staff mem
bers consult with GBU and business
unit clients on media relations, con
stituent and community relations, cor
porate and executive communications. w, (re helping the
GBUs develop a proactive
community relations
strategy to enhance our
company's local presence
throughout the state.
As part of re-design, the con
stituent and community relations
roles were aligned with this area.
Constituent relations involves devel
oping relationships with customers,
employees and the general public to
advise them on potentially harmful
state and federal legislative propos
als. Community relations focuses
Like Advertising & Market Commu
nications, PR & Corporate Communica
tions re-designed its organization so that
staff, instead of working as technical
specialists, work as business communi
cations consultants with their clients.
Consultants are aligned by geographic
business units (GBUs) and other key • • • • • • • • • • • • • • • • • on enhancing our local presence
business areas.
"We're building direct relationships with clients,
providing them with strategic communications consul
tation and helping them anticipate needs," says McCabe.
"Our consulting team provides full service for clients
that is focused on consistently achieving outstanding
business results."
wherever we conduct business by
building strong ties with local organizations, leaders
and influencers in those communities. This role has
expanded from a corporate function to providing
consultation to the GBUs.
"We're helping the GBUs develop a proactive com
munity relations strategy to enhance our company's
local presence throughout the state," says McCabe.
Vision, mission unify group's activities The four divisions that make up the new Public
Affairs (PA) Group defined the following common
vision and mission statements:
Vision - to achieve public understanding of and
support for the value the BCBSF team creates for our
customers and communities we serve.
Mission - to enhance brand strength and ensure
a business environment in which BCBSF can success
fully compete.
Each of the four divisions used the vision and mis
sion statements during the planning process to ensure
an integrated approach to PA activities so the company
continues to have a positive public image, its brand
remains strong and it operates in an environment free
of harmful legislation.
FOUR DIVISIONS OF PUBLIC AFFAIRS GROUP
Advertising & Market Communications is responsible for advertising, brand management, sales promotion, and customer and market communications.
Public Relations & Corporate Communications consults with GBU and business unit clients on media relations, public relations, constituent and community relations, and corporate and executive communications.
2
Public Policy works to develop policy positions on legislative and regulatory issues that support a competitive business environment in the health care market.
Government & Legislative Relations promotes the understanding of and support for the company's public policy positions by local, state and federal governmental and legislative decision makers.
Re-design enhances policy developme1 Both the state and federal governments as well as The Public Policy Workgroup, led by Rehfus,
regulatory agencies are making changes to the uses specific guiding principles to establish the co health care system that have a significant impact on pany's policy positions. This workgroup is compr: our success. The Public Policy Division works to of members from Marketing, Finance, Health Ca develop policy positions on legislative and regula- Services, Legal Affairs, Human Resources and otl tory issues that support a positive and competitive key areas in the company. business environment. w The creation of tl Specifically, the depart- . . . . Public Affairs Group ment develops positions lf h all four d1v1szons now during Organization that ensure the health care . Re-design has irnprov market is ethical, afford- working closely together, we are the Public Policy divi�
able and has appropriate ability to identify, pric standards for all market maximizing the effectiveness of our and formulate public
players. icy positions that enh,
"We're a leader in messages across all audiences. our brand strength. health care in Florida," "With all four div
says Melissa Rehfus, vice • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
sions now working de
together, we are maximizing the effectiveness of our
sages across all audiences," says Rehfus. "This is irnI
tant because the kinds of policy positions we adopt
the way we promote them can affect our brand im
Our positions and how we communicate them imJ
how the company is viewed in the community. A po:
image supports sales and how well we retain custorr
president, Public Policy. "So it's important that we con
tribute to the debate about policy issues and help
develop solutions to create a better health care system
in the future. To do this, we develop positions and
work to influence decisions makers proactively, often
even before legislation or regulations are formulated."
To develop effective policy positions, the depart
ment identifies and tracks issues important to com
pany. It reviews academic literature on the issues
and may create workgroups within BCBSF to gather
input from other areas that are knowledgeable about
the issues.
According to Rehfus, creation of the new Pul
Affairs Group has resulted in tremendous syneri
across the four areas that have primary responsibil
for communicating about our company both inten
and externally.
Public Affairs Organizational Chart
Michael Hightower Vice President
Governmental & Legislative Relations
Melissa Rehfus Vice President Public Policy
Bruce N. Bagni Senior Vice President
5
David Pizzo Vice President
Advertising & Market Communications
Patrick McCa Vice Presiden
Public Relations Corp. Communicc
lients
managerial used more 1 serve as 1lem solvers he conelations tis area. lves develustomers, 1 public to 1 harmful ·e proposfocuses esence iness by 1s, leaders ; role has viding active comnpany's :cCabe.
m and mis-to ensure e company 5 brand ment free
icy ·y issues 1nvironment
,tions upport for s by local, legislative
Re-design enhances work with decision makers
Government and Legislative Relations (GLR) promotes the understanding of and support for the company's public policy positions by local, state and federal governmental and legislative decision makers.
y communicating more efficiently, we' re better able to
advocate a pro-competitive environment in which we can successfully compete and meet
"We work to identify government and legislative decision makers who can help us advocate positions that will help our customers and enhance the health our customers' needs. care market," says Michael Hightower, • • • • • • • • • • • • • • • • • . 'd GLR vice pres1 ent, . GLR staff plays a key role in developing public policy through the Public Policy Workgroup. They then take the positions developed and work to gain acceptance of those positions by key decision makers. To accomplish this goal, GLR: • Establishes and strengthens relationships that ensure access to local, state and federal officials;
• Promotes and secures passage of favorable legislation and public policy; • Prevents the passage of adverse legislation and public policy; and • Identifies and supports candidates and incumbents at the local, state and federal levels. GLR also implements state legislative and federal relations programs, develops state and federal election contribution strategies, and implements state agency relations. In addition, GLR expanded its focus to incorporate input from the geographic business units into policy and government relations analysis and decisions. Hightower says bringing the four divisions together under the Public Affairs Group minimizes the differences among the departments' messages. "By working together, we are better able to ensure that messages from all four divisions are coordinated and compatible and delivered effectively to our respective audiences," says Hightower. "By communicating more efficiently, we're better able to advocate a procompetitive environment in which we can successfully compete and meet our customers' needs."
Public Affairs Group: visible, client-focused Continued from page 1.
duplication of efforts, simplify the organizational structure, streamline planning and approval processes and facilitate the integration of activities. These changes are intended to accomplish a number of key objectives, including: • Positively influence the attitudes and actions of key publics, i.e., employees, government officials, consumers, media and business leaders, to achieve public understanding of and support for the value the BCBSF team brings to its customers and the communities we serve; • Create an effective Public Affairs team built on the combined skills, talents and strengths of its integrated functional disciplines; and • Ensure that the company acts only after considering the impact of its actions on all of its publics. The new Public Affairs Group and the changes made as part of Organization Re-design allow the group's individual divisions to work together more
3
effectively and to form better partnerships with other areas of the company. Consequently, the Public Affairs Group is a more visible, client-focused and results-oriented organization.
KEY OBJECTIVES
Positively influence the attitudes and actions of key publics, i.e., employees, government officials, consumers, media and business leaders, to achieve public understanding of and support for the value we bring to
Create an effective Public Affairs team highly valued by our customers and built on the combined skills, talents and strengths of its integrated functional disciplines.
Ensure that the company acts only after considering the impact of its actions on all of
,..._""'-• its publics.
Advertising & � focuses on i ncr
During re-design, Advertising & Mar cation was made into a separate divi leadership of David Pizzo, vice presider responsible for advertising, brand manJ promotion, and customer and market col The re-design process clarified roleE brand strategy development and manag Marketing Group has leadership for dev brand strategy with the assistance of ot1J throughout the company. That process i way. The Public Affairs Group, through ing & Market Communications division in helping develop this strategy and is brand management. "The Blue Cross and Blue Shield brc the second most recognized brand in the , Coca-Cola - has a great deal of value," s synonymous with health care and stands credibility, integrity, trust, longevity and Advertising & Market Communicai responsible for developing an integrate(j tions approach that presents, protects, eJ reinforces the value of the BCBSF brand approach will ensure consistent commu: different audiences, whether they are in· nal audiences. According to Pizzo, this i role because effective communication is area in many organizations that can bet develop a competitive advantage. But brand management goes beyo nication of messages. It also includes he, what we do as a company so that custor quality experience with every interactio "Our goal is to create a superior br the company and a positive environmen
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position for the company and I environment that influence! awareness, purchasing dee
retention and brand lo ••••••••••••••••••••••
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9�,"1'; · t9\ ·' ' ,,
A spec ia l series devoted to Organ ization Re-des ign
September 30, 1 998
Public Affairs Group strengthens brand, visibi l ity, public understanding ,-Wo factors identified during Organization Re-design I as critical to our success are the enhancement of Jur brand strength and our ability to ensure an envi-ronment in which we can successfully
H E _ � compete. To achieve these goals, Public Relations & Corporate Communications and Adver
�..I' /
C' ¢,
tising & Market Communi-cations divisions teamed up with Government and Legislative Relations, and Public Policy to form the Public Affairs Group. "The company has very high brand-name recognition and a favorable public image," says Bruce A. Davidson, who served :1.s senior vice president, Public Affairs, until July l 998, when he was appointed senior vice president, ,outh Geographic Business Unit. "All communica-ions have an impact on our public image. By creatng the Public Affairs Group, we're better able to mild public understanding and support for our :orporate objectives." During re-design, Public Affairs also: • Developed a common vision and mission for a unified approach to public affairs initiatives; • Moved the four divisions to one location (Deerwood Campus Complex) to improve integration and organizational effectiveness; • Created a leaner, flatter, more proactive organization focused on the needs of its clients; • Changed the name of Advertising & Customer Communications to Advertising & Market Communications to better reflect the division's role;
• Incorporated the brand management coordination role into the responsibilities of the Advertising & Market Communications division; • Developed consultant roles for Advertising & Market Communications and PR & Corporate Communications staff; • Located the constituent relations and community relations functions within the PR & Corporate Communications division; and • Created an operational support unit to facilitate planning, budgeting and reporting for Public Affairs. These changes met a number of key design criteria used during the re-design process. For example, they capture scale, increase productivity, minimize Continued on page 3 .
When the Pub l i c Affa i rs Group was formed, B ruce Dav id son was a ppo i n ted sen io r v i ce p re s i den t, P ub l i c A ffa i rs . U pon Dav idson 's a ppo i n tmen t a s sen ior v ice p res iden t, South Geog raph i c Bus i ness U n i t , in J u ly 1 99 8 , C h r i s Doer r, c h ie f f i n a n c i a l officer a n d sen ior v ice pres ident, assumed the sen ior leadersh ip respons i b i l ity for the Publ ic Affa i rs Group unti l the review of the Sen ior Leadersh ip Team structure was completed in September. Under the company's new report i ng structu re, Genera l Coun se l Bruce N. Bagn i was named sen ior vice pres ident, Pub l ic Affa i rs . Bagn i wi l l conti n ue to serve as genera l coun sel a nd corporate secreta ry.
Advertising & Market Communications focuses on increasing brand va lue
During re-design, Advertising & Market Communication was made into a separate division under the leadership of David Pizzo, vice president. This area is responsible for advertising, brand management, sales promotion, and customer and market communications. The re-design process clarified roles related to brand strategy development and management. The Marketing Group has leadership for developing our brand strategy with the assistance of other areas throughout the company. That process is now underway. The Public Affairs Group, through the Advertising & Market Communications division, has a key role in helping develop this strategy and is accountable for brand management. "The Blue Cross and Blue Shield brand or name -the second most recognized brand in the country behind Coca-Cola - has a great deal of value," says Pizzo. "It is synonymous with health care and stands for quality, credibility, integrity, trust, longevity and more." Advertising & Market Communications is now responsible for developing an integrated communications approach that presents, protects, enhances and reinforces the value of the BCBSF brand image. This approach will ensure consistent communications to different audiences, whether they are internal or external audiences. According to Pizzo, this in an important role because effective communication is an untapped area in many organizations that can be used to develop a competitive advantage. But brand management goes beyond the communication of messages. It also includes helping manage what we do as a company so that customers have a quality experience with every interaction with BCBSF. "Our goal is to create a superior brand position for the company and a positive environment that influences
ur goal is to create a superior brand position for the company and a positive
environment that influences buyer awareness, purchasing decisions,
retention and brand loyalty . • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
4
buyer awareness, purchasing decisions, retention and brand loyalty," says Pizzo. "Whether people see our ads or talk with a customer service representative, we want them to know by the look, feel and tone of their interaction that they are dealing with BCBSF. Ultimately, we're working to create dialog and relations with customers that lead to increased sales and renewals."
m ®
BlueCross BlueShield of Florida
An I ndependent Licensee of the Blue Cross and Blue Sh ield Association
A client-focused structure Advertising & Market Communications created a customer-focused structure to increase its responsiveness to diverse client needs. Previously, staff focused on specialties, such as print advertising or direct mail. Now, our staff is organized into well defined consulting teams for each customer segment and the geographic business units. "By working as consultants, we're better able to mobilize the resources our clients need," says Pizzo. "At the same time, we're thinking about how to best position and communicate messages to be responsive to brand management." Instead of executing a specific technical activity - such as a direct mail campaign - at the client's request, the consulting teams are now involved earlier in the process to contribute to their clients strategically. The teams participate in the planning process and help clients identify their advertising and market communications needs and how they can best accomplish them. As consultants, the teams then provide or coordinate these activities for their clients. The division is committed to continual improvement to provide clients with strategic and effective advertising and market communications.
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, Jing rated the brand management coordina-� into the responsibilities of the Adver-Market Communications division;
Jed consultant roles for Advertising & Communications and PR & Corporate mications staff; the constituent relations and community s functions within the PR & Corporate mications division; and . an operational support unit to facilinning, budgeting and reporting for 1.ffairs. tges met a number of key design criteria 1e re-design process. For example, cale, increase productivity, minimize
Con
tinued on
pag
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dito
r's No
te
blic Affairs G
roup was form
ed, Bruce ps a
ppointed senior vice president, �-
Upon D
avidson's a
ppointment as
>resident, South Geographic Business
199
8, Chris D
oerr, chief financial !nior vice president, assum
ed the senior I f ponsibility for the Public A
ffairs Group
w of the Senior Leadership Team
strucpleted in Septem
ber. Under the com
reporting structure, G
eneral Counsel
gni was nam
ed senior vice president, i · Bagni w
ill continue to serve as genind corporate secretary.
Advertising
& M
arket C
om
munica
tions
focuses on increa
sing b
rand va
lue
During re-design, Advertising & Market Communication was made into a separate division under the
leadership of David Pizzo, vice president. This area is responsible for advertising, brand management, sales promotion, and customer and market communications.
The re-design process clarified roles related to brand strategy development and management. The Marketing Group has leadership for developing our brand strategy with the assistance of other areas throughout the company. That process is now underway. The Public Affairs Group, through the Advertising & Market Communications division, has a key role in helping develop this strategy and is accountable for brand management.
"The Blue Cross and Blue Shield brand or name -the second most recognized brand in the country behind Coca-Cola -has a great deal of value," says Pizzo. "It is synonymous with health care and stands for quality, credibility, integrity, trust, longevity and more."
Advertising & Market Communications is now responsible for developing an integrated communications approach that presents, protects, enhances and reinforces the value of the BCBSF brand image. This approach will ensure consistent communications to different audiences, whether they are internal or external audiences. According to Pizzo, this in an important role because effective communication is an untapped area in many organizations that can be used to develop a competitive advantage.
But brand management goes beyond the communication of messages. It also includes helping manage what we do as a company so that customers have a quality experience with every interaction with BCBSF.
"Our goal is to create a superior brand position for the company and a positive environment that influences
ur goal is to create a superior brand position for the company and a positive
environment that infl.uences buyer awareness, purchasing decisions,
retention and brand loyalty . • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 4
buyer awareness, purchasing decisions, retention and brand loyalty," says Pizzo. "Whether people see our ads or talk with a customer service representative, we want them to know by the look, feel and tone of their interaction that they are dealing with BCBSF. Ultimately, we're working to create dialog and relations with customers that lead to increased sales and renewals."
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A clien
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Advertising & Market Communications created a customer-focused structure to increase its responsive-ness to diverse client needs. Previously, staff focused on specialties, such as print advertising or direct mail. Now, our staff is organized into well defined consulting teams for each customer segment and the geographic business units.
"By working as consultants, we're better able to mobilize the resources our clients need," says Pizzo. "At the same time, we're thinking about how to best position and communicate messages to be responsive to brand management."
Instead of executing a specific technical activity -such as a direct mail campaign -at the client's request, the consulting teams are now involved ear-lier in the process to contribute to their clients strate-gically. The teams participate in the planning process and help clients identify their advertising and market communications needs and how they can best accom-plish them. As consultants, the teams then provide or coordinate these activities for their clients. The divi-sion is committed to continual improvement to pro-vide clients with strategic and effective advertising and market communications.
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Re-d
esig
n en
hanc
es p
olic
y de
velo
pm
ent
Both th
e state
and fed
eral go
vernm
ents as
well a
s reg
ulatory
agenci
es are m
aking
change
s to the
hea
lth car
e system
that ha
ve a sig
nifican
t impac
t on
our suc
cess. T
he Pub
lic Pol
icy Div
ision w
orks to
dev
elop po
licy po
sitions
on leg
islative
and re
gula
tory iss
ues tha
t suppo
rt a po
sitive a
nd com
petitiv
e
The Pu
blic Pol
icy Wo
rkgrou
p, led b
y Rehf
us, the
n use
s specif
ic guid
ing pri
nciples
to estab
lish the
com
pany's
policy
positio
ns. Thi
s work
group
is com
prised
of mem
bers fr
om Ma
rketing
, Financ
e, Healt
h Care
Ser
vices, L
egal Af
fairs, H
uman
Resour
ces and
other
key are
as in th
e comp
any.
bu
sin
ess env
ironme
nt. W,
Spe
cificall
y, the d
epart-
. . .
. men
t devel
ops po
sitions
-
l;h
all f
our d
1v1s1
0ns n
ow
The cre
ation of
the
Public A
ffairs G
roup
during
Organ
ization
Re-
design
has imp
roved
the Pub
lic Polic
y divisi
on's
ability t
o identi
fy, prior
itize
and for
mulate
public
pol
icy pos
itions t
hat enh
ance
our bra
nd stre
ngth.
that en
sure th
e health
care
marke
t is eth
ical, aff
ord
able an
d has a
ppropr
iate
standar
ds for a
ll mark
et wor
king cl
osely t
ogethe
r, we ar
e ma
ximizin
g the effe
ctivene
ss of ou
r pla
yers. "We' re
a leade
r in
health
care in
Florida
," mes
sages a
cross a
ll audi
ences.
'With a
ll four d
ivi-say
s Melis
sa Rehf
us, vice
• •
••••
••••
••••
••••
••••
••••
••••
• sion
s now w
orking
closely
tog
ether, w
e are m
aximizing
the effe
ctivene
ss of ou
r mes
sages a
cross al
l audien
ces," sa
ys Rehfu
s. "Thi
s is imp
ortant
becaus
e the ki
nds of p
olicy p
ositions
we ado
pt and
the wa
y we pr
omote
them c
an affec
t our br
and im
age.
Our po
sitions a
nd how
we com
munica
te them
impac
t how
the com
pany is
viewed
in the c
ommu
nity. A p
ositive
image s
upports
sales an
d how w
ell we re
tain cus
tomers.
"
preside
nt, Pub
lic Polic
y. "So i
t's imp
ortant t
hat we
con
tribute
to the
debate
about p
olicy is
sues an
d help
develop
solutio
ns to cr
eate a b
etter he
alth car
e system
in t
he futu
re. To d
o this, w
e develo
p posit
ions an
d wo
rk to in
fluence
decisio
ns make
rs proa
ctively,
often
even b
efore le
gislatio
n or reg
ulation
s are fo
rmulate
d." To d
evelop
effecti
ve polic
y posit
ions, th
e depar
tmen
t ident
ifies an
d track
s issue
s impor
tant to
com
pany. I
t review
s acade
mic lite
rature o
n the is
sues
and ma
y create
workg
roups w
ithin B
CBSF to
gathe
r inp
ut from
other a
reas th
at are k
nowled
geable
about
the iss
ues.
Accord
ing to
Rehfus
, creatio
n of th
e new P
ublic
Affairs
Group
has re
sulted
in trem
endous
synerg
y acr
oss the
four ar
eas tha
t have p
rimary
respon
sibility
for
commu
nicating
about o
ur com
pany bo
th inte
rnally
and ext
ernally
.
Pub
lic A
ffairs
Org
ani
zatio
nal C
hart
Mic
ha
el
Hig
hto
we
r V
ice
Pres
iden
t G
over
nmen
tal &
Le
gis
lativ
e Re
latio
ns
Me
liss
a R
eh
fus
Vic
e Pr
esid
ent
Pub
lic P
olic
y
Bru
ce N
. B
ag
ni
Seni
or V
ice
Pres
iden
t
5
Da
vid
Piz
zo
V
ice
Pres
iden
t A
dver
tisin
g &
Ma
rket
C
om
mun
ica
tions
Pa
tric
k M
cCa
be
V
ice
Pres
iden
t Pu
blic
Rel
atio
ns &
C
orp
. Co
mm
unic
atio
ns
Uni
ty b
ring
s U
niting
these f
our div
isions w
ith di,
discipli
nes int
o one ar
ea is al
ready
Accord
ing to B
ruce N
. Bagni
, senior
vi Pub
lic Affai
rs, and
general
counse
l, th,
tion at a
higher
level b
oth ind
ividual
ly "W
e're int
egratin
g our e
fforts t
o clie
nts to
build p
ublic u
ndersta
nding
for our
corpor
ate str
ategie
s," say
s Ba
workin
g to he
lp our v
arious p
ublics
· acti
on. We
want t
o encou
rage le
gisla1
certain
way, c
ustom
ers to b
uy a ce
rta the
public
to vie
w the
organi
zation
n "Th
is past
year, P
ublic A
ffairs e
sta pub
lic polic
y positio
ns and
commu
nic
effectiv
ely," sa
ys Bagn
i. "The r
esult w
a pol
itical in
fluencin
g activi
ty."
The Pu
blic Af
fairs G
roup is
wod
integra
ting all
forms
of com
munic
ati wil
l accom
plish a
number
of key g
oals
�Le
t us h
This issu
e conclu
des the
special
seriei
ing on
Organ
ization
Re-de
sign. Di
vi rate
project
s that w
ere not
address
ed ii
be featu
red in f
uture c
ommu
nication
s , To h
elp us c
ommu
nicate b
etter w
ith ye
I I
flili
pro ,
!e�
is
pub
lishe
d b
y th
e Pu
blic
Rel
atio
ns/
Cor
F
Divi
sion
for t
he e
mpl
oyee
s of
Blu
e C
ross
an
All
right
s ar
e re
serv
ed. T
his
publ
icat
ion
be
repr
oduc
ed in
any
form
with
out p
erm
i:
We
invi
te y
our c
omm
ents
. Co
ll (9
04
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Re-des ig n en ha nces po l icy deve lopment Both the state and federal governments as well as The Public Policy Workgroup, led by Rehfus, then regulatory agencies are making changes to the uses specific guiding principles to establish the com-health care system that have a significant impact on pany's policy positions. This workgroup is comprised our success. The Public Policy Division works to of members from Marketing, Finance, Health Care develop policy positions on legislative and regula- Services, Legal Affairs, Human Resources and other tory issues that support a positive and competitive key areas in the company. business environment. w The creation of the Specifically, the depart- . . . . Public Affairs Group ment develops positions �zth all four dzvzswns now during Organization that ensure the health care . Re-design has improved market is ethical, afford- working closely together, we are the Public Policy division's able and has appropriate ability to identify, prioritize standards for all market maximizing the effectiveness of our and formulate public pol-players. icy positions that enhance "We're a leader in messages across all audiences . our brand strength· health care in Florida," "With all four divi-says Melissa Rehfus, vice • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • sions now working closely together, we are maximizing the effectiveness of our messages across all audiences," says Rehfus. "This is important because the kinds of policy positions we adopt and the way we promote them can affect our brand image. Our positions and how we communicate them impact how the company is viewed in the community. A positive image supports sales and how well we retain customers."
president, Public Policy. "So it's important that we contribute to the debate about policy issues and help develop solutions to create a better health care system in the future. To do this, we develop positions and work to influence decisions makers proactively, often even before legislation or regulations are formulated." To develop effective policy positions, the department identifies and tracks issues important to company. It reviews academic literature on the issues and may create workgroups within BCBSF to gather input from other areas that are knowledgeable about the issues.
According to Rehfus, creation of the new Public Affairs Group has resulted in tremendous synergy across the four areas that have primary responsibility for communicating about our company both internally and externally.
Publ ic Affa i rs Organ izationa l Chart
Michael Hightower Vice President
Governmental & Legislative Relations
Melissa Rehfus Vice President Publ ic Policy
Bruce N. Bagni Senior Vice President
5
David Pizzo Vice President
Advertising & Market Commun ications
Patrick McCabe Vice President
Public Relations & Corp. Communications
Un i ty bri ngs strength to g roup U
niting these four divisions with diverse, yet related, disciplines into one area is already reaping benefits. According to Bruce N. Bagni, senior vice president, Public Affairs, and general counsel, the divisions function at a higher level both individually and as a group. "We're integrating our efforts to better serve our clients to build public understanding and support for our corporate strategies," says Bagni. "We're working to help our various publics take effective action. We want to encourage legislators to vote a certain way, customers to buy a certain product and the public to view the organization more favorably." "This past year, Public Affairs established excellent public policy positions and communicated them more effectively," says Bagni. "The result was more effective political influencing activity." The Public Affairs Group is working toward integrating all forms of communications so they will accomplish a number of key goals. For example,
advertising campaigns will not only sell products they'll also build our image and brand recognition. incorporate political influencing messages. "Whether we are communicating through ad, tising, news releases, speeches, newsletters or legi: tive activity, we're communicating in a more consit compelling and inte- -w, grated way," says Bagni. "This integrated e' re integra l approach enhances our t brand strength and our efforts to bet
increases the publics' serve our clien t: understanding, sup-port and appreciation for BCBSF. Ultimately, our efforts will be instrumental in helping the company gain and keep customers."
to build public
understanding
and support . • • • • • • • • • • • • •
�
�Let us hear from youl This issue concludes the special series of Profile focusing on Organization Re-design. Divisions and corporate projects that were not addressed in the series will be featured in future communications as appropriate. To help us communicate better with you, please take a
i\t,.\1,'o
.... �i� � 9•"·
few moments to complete the attached feedback fo1 on the Public Affairs issue and on the Organizatic Re-design series as a whole and send your respons, to: Laura Jo Brunson, Public Relations/CorporatE: Communications, DCC 3-4 (fax: 904/905-6638).
., is pub l i shed by the Pub l ic Relat ions/Corporate Commun ications Division for the employees of Blue Cross and Blue Sh ield of F lorida .
special issuE
September 30, l
Al l rig hts a re reserved . Th is publ ication or pa rts thereof may not be reproduced i n any form without perm iss ion . Copyr ight 1 998 .
We i nvi te you r comments . Ca l l (904) 905-3402 .
e,
Lau ra Jo Brunson , design and produc
Swan Graph ics,
Re-design enhances policy development Both the state and federal governments as well as The Public Policy Workgroup, led by Rehfus, then regulatory agencies are making changes to the uses specific guiding principles to establish the com-health care system that have a significant impact on pany's policy positions. This workgroup is comprised our success. The Public Policy Division works to of members from Marketing, Finance, Health Care develop policy positions on legislative and regula- Services, Legal Affairs, Human Resources and other tory issues that support a positive and competitive key areas in the company. business environment. w Specifically, the depart- . . . . ment develops positions -t;h all four d1v1swns now that ensure the health care market is ethical, affordable and has appropriate standards for all market players. "We're a leader in health care in Florida,"
working closely together, we are maximizing the effectiveness of our
messages across all audiences.
The creation of the Public Affairs Group during Organization Re-design has improved the Public Policy division's ability to identify, prioritize and formulate public policy positions that enhance our brand strength. "With all four divi-says Melissa Rehfus, vice • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • sions now working closely together, we are maximizing the effectiveness of our messages across all audiences," says Rehfus. "This is important because the kinds of policy positions we adopt and the way we promote them can affect our brand image. Our positions and how we communicate them impact how the company is viewed in the community. A positive image supports sales and how well we retain customers."
president, Public Policy. "So it's important that we contribute to the debate about policy issues and help develop solutions to create a better health care system in the future. To do this, we develop positions and work to influence decisions makers proactively, often even before legislation or regulations are formulated." To develop effective policy positions, the department identifies and tracks issues important to company. It reviews academic literature on the issues and may create workgroups within BCBSF to gather input from other areas that are knowledgeable about the issues.
According to Rehfus, creation of the new Public Affairs Group has resulted in tremendous synergy across the four areas that have primary responsibility for communicating about our company both internally and externally.
Pub l ic Affa i rs Organ izationa l Chart
Michael Hightower Vice President
Governmenta l & Legislative Relations
Melissa Rehfus Vice President Public Policy
Bruce N. Bagni Senior Vice President
5
David Pizzo Vice President
Advertising & Market Commun ications
Patrick McCabe Vice President
Public Relations & Corp. Commun ications
Un i ty bri ngs strength to g roup U
niting these four divisions with diverse, yet related, disciplines into one area is already reaping benefits. According to Bruce N. Bagni, senior vice president, Public Affairs, and general counsel, the divisions function at a higher level both individually and as a group. "We're integrating our efforts to better serve our clients to build public understanding and support for our corporate strategies," says Bagni. "We're working to help our various publics take effective action. We want to encourage legislators to vote a certain way, customers to buy a certain product and the public to view the organization more favorably." "This past year, Public Affairs established excellent public policy positions and communicated them more effectively," says Bagni. "The result was more effective political influencing activity." The Public Affairs Group is working toward integrating all forms of communications so they will accomplish a number of key goals. For example,
( advertising campaigns will not only sell products, but they'll also build our image and brand recognition, and incorporate political influencing messages. "Whether we are communicating through advertising, news releases, speeches, newsletters or legislative activity, we're communicating in a more consistent, compelling and integrated way," says Bagni. "This integrated approach enhances our brand strength and increases the publics' understanding, support and appreciation for BCBSF. Ultimately, our efforts will be instrumental in helping the company gain and keep customers."
e' re integrating our efforts to better
serve our clients to build public understanding and support.
• • • • • • • • • • • • • • • •
�
�Let us hear from you ! This issue concludes the special series of Profile focusing on Organization Re-design. Divisions and corporate projects that were not addressed in the series will be featured in future communications as appropriate. To help us communicate better with you, please take a
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few moments to complete the attached feedback form on the Public Affairs issue and on the Organization Re-design series as a whole and send your responses to: Laura Jo Brunson, Public Relations/Corporate Communications, DCC 3-4 (fax: 904/905-6638).
., i s pub l i shed by the Pub l ic Relat ions/Corporate Commun icat ions
Division for the employees of B lue Cross and Blue Sh ield of F lorido .
special issue l l September 30 , 1 998
Al l righ ts a re reserved . Th is pub l ication or pa rts thereof may not
be reproduced i n a ny form without permiss ion . Copyright 1 998 .
We i nvite you r comments . Ca l l (904) 905-3402 .
editor
La u ra Jo Brunson , APR \
design and production
Swan Graph ics , I nc .
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Human Resou rces organ ization structu re *
HR Integrators
Mary Andrysiak 1--1 HR Integrator
HCS & Marketing
Lynn Capaldo HR Integrator
So. Florido GBU
Marvin Clark HR Integrator No. & Central Florido GBU
Open HR Integrator Information
Technology & Co_E)_obi lity Dev.
Deb Williams HR Integrator
GBU Operations & F inance
Bob Cunningham Vice President
Special Recruitment
Brian Mickley Director
Service Center & Business Support
Ed Gannon 1--l Manager
I-
Executive Recruiting
Amelia Burks Manager
HR Operations Support
Laurie Chobanian Manager
Employee Relations
Joe Thomas Manager
Employment
Peggy Patrick Manager
Corporate Services
Catherine Kelly Senior Vice President
Human Resources
I Kathy Orr
Vice President Program
Development & Consulti ng Services I
Noel Trusty Director
Executive/Boord C & B
Carol Corn Team Di rector Program Dev. & Consulting
Mike McLaughlin Team Di rector Program Dev. & Consulting
Brenda Smith Team Di rector
HR VO Program Development
Jeannette Bajalia Director
HR Business Transformation
Richard Martin Senior OD Consu ltant
1 Al Washington
Vice President Organization Development
I Karen Zelenkov
Di rector Corporate HR
Strategy Plann ing & Strategy
Richard Burns Manager
Reporting & Systems
(Richard Burns) Acting Manager
Strategy & Plann ing
Patricia Sudduth ---1 Program Manager
EEO/AAP
*This organization chart
for Human Resources is
a correction from the
one that ran in the last
issue of this series.