compass program change management plan

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


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


Truthful

Timely

Regular

Relevant


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


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


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


Truthful

Timely

Regular

Relevant


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


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


Audience View

20

Our strategy

Communication


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


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


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?

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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


Truthful

Timely

Regular

Relevant


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


Truthful

Timely

Regular

Relevant


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?


Monthly Slide Deck

31

• FAQs

• Program updates

• Recent presentations

• Leadership messages (e.g. from Dr. Mongan)

• Detailed information linked to email communications

• Other


Web Site Material

32


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


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


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

http://www.partners.org/compass

compass program change management plan

Documents