Compass Program Update Steering Committee - CFOs - CIOs

Compass Program Change Management Plan July 2008 Agenda Our Role Our Goal Our Strategy Communication Change Network Stakeholders Closing Thoughts 2 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 3 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 4 Our goal The Change Curve You are here? Internalization

Institutionalization Behavior Change Acceptance Positive Perception Contact Understanding Awareness Time 5 Threshold @ Go-live 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 6 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 7 Our strategy Three core components of change management: Communication Change Network Stakeholders

8 Our strategy Communication Communication needs to be: Truthful Entity-focused Timely Delivered in multiple vehicles Supported by a strong brand Regular Relevant Flexible 9 Our strategy Communication Communication needs to be: Truthful Entity-focused

Timely Delivered in multiple vehicles Supported by a strong brand Regular Relevant Flexible Truthful 10 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 11 Our strategy

Communication Communication needs to be: Truthful Entity-focused Timely Delivered in multiple vehicles Supported by a strong brand Regular Relevant Flexible Timely 12 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

13 Timely communication Sample Communication Plan Date Audience Message Vehicle Messenger Creator Comments Contracting and Pre-Design: October 2006 - Present 10/16/06 VPs

11/15/06 Finance Committee 12/6/06 IT Leadership Project Background, Benefits (1 slide), Activities, Executive Discussions, Siemens as Vendor, Next Steps Selected Accenture as Implementation Partner, Siemens Contracting, Gap Analysis Approach, Next Steps Compass update, detail surrounding activiites -- gap analysis, hr issues, contracting; IT perspective throughout Asked about Communication requirements at their respective entities

Community VPs Update Presentation Presentation John Stone John Stone All information pertinent to all audiences and all key messages for the Compass program on an ongoing basis are captured here 14 Timely communication Development and Vetting Process CMT provides tools/editing as needed No, but well help

Comm Plan CT Exec. Owner / JRNL / PJM CMT 1) Exec. Owner Doer create review comm. revises comm. 2) CCMT Doer Comm.

Assn: Back to requestor/other appropriate person Go! Yes (24 Hours) No CMT Cmpss Team Reactive Short Timeline Do we own it? Yes

Emergency? No Proactive / Reactive Long Timeline CMT creates CMT CMT CMT comm. revises comm. revises comm. revises comm. (2 Days)

Emerging Need CT/ Proc. JRNL review PJM review Arch. review (2 Days) (2 Days) (3 4 Days) 15 Go! Our strategy

Communication Communication needs to be: Truthful Entity-focused Timely Delivered in multiple vehicles Supported by a strong brand Regular Regular Relevant Flexible 16 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) 17 Regular communication Communication Plan by Phase Summer 2007 L G E N V TI E L ET S 18

Fall 2007 A R O P R I GN O C ES D Summer 2008 TE R O P E R

T O U T Fall 2008 N EY TO SL E EW LL N E W Regular communication Audience View A way of tracking and assessing contact with each audience over time

19 Our strategy Communication Communication needs to be: Truthful Entity-focused Timely Delivered in multiple vehicles Supported by a strong brand Regular Relevant Flexible Relevant 20 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) 21 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 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 Increased service and access Clinician

22 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 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 23 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? 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 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 24 Pride in the improved patient experience Will I be told what I need to know when I need to know

it? Our strategy Communication Communication needs to be: Truthful Entity-focused Timely Delivered in multiple vehicles Supported by a strong brand Regular Relevant Flexible Entity Focused 25 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) 26 Entity focused communication Communications Team (CT) Entity 1 Entity 2 Change Management Team (CMT) CMT plus 2 members from each entity (HR + PA) Entity 3

Entity 5 Entity Communications Teams 1 CMT representative Entity 4 27 2 CT entity members 2-3 additional entity reps Our strategy Communication Communication needs to be: Truthful Entity-focused Timely Delivered in multiple vehicles Supported by a strong brand Regular Relevant Flexible

Multiple Vehicles 28 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. 29 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? 30 Multiple vehicles for communication Web Site Material FAQs Program updates Recent presentations Leadership messages (e.g. from Dr. Mongan) Detailed information linked to email communications Other 31 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 32 Our strategy Communication Communication needs to be: Truthful Entity-focused Timely Delivered in multiple vehicles Supported by a strong brand Regular

Branded Relevant Flexible 33 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 34 Our strategy Communication Communication needs to be: Truthful Entity-focused

Timely Delivered in multiple vehicles Supported by a strong brand Regular Relevant Flexible Flexible 35 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 36 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 37 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 38

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

40 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 41 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 42 Managing stakeholder groups CMT Executive Executive Leadership PHS Board Op Heads Key Executives

CFOs, CIOs CMT Entities Physician Organizations MGH CT BWH NWH NSMC CMT Program Team External

PMO Program Team CMT CT Donors 43 Patients Media Payers 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

You are here? Internalization Institutionalization Behavior Change Acceptance Positive Perception Contact Understanding Awareness Time We will conduct surveys throughout the program to gauge the change level and movement of stakeholder groups 44

Threshold @ Go-live 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 45 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 46 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 47 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 48

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