A multi-state hospital system decided if it was going to stay competitive and continue to provide its patients with extraordinary care, it would need to consolidate internal functions and standardize processes. The system stood up sixteen initiatives to review current practices, recommend improvements, and implement the changes. The impact of these initiatives is far-reaching with a large and diverse number of stakeholders. Back-channel communications were beginning to overwhelm one of the leaders and stakeholders felt as if they were being kept out of the loop. 
 

Working with the project manager and key members of the core team, a comprehensive strategic communications plan was put together. A prototype plan was built around one of the more visible initiatives. The Plan presented the case for change and communications, identified the major stakeholder groups and suggested different communications methods and timing of messages that would be most effective.  

A tactical plan was prepared that identified the key messages that needed to be communicated over a ninety-day period. Each week’s plan laid out these messages, the stakeholders to be contacted, the method of communications, and who was responsible for preparing and delivering these communications. Most importantly, the weekly plans included a feedback loop. This connection provided the mechanism for the leader and the team to resolve issues that surfaced from the conversations and provide responses back to the stakeholders. 

As a result, the steering committee felt reassured that critical conversations were taking place. The stakeholders felt heard and a part of the new designs. The team leader had a clear communications plan to follow. The prototype and templates are now available for the other fifteen initiatives to follow.