Excellence through Patient and Family Centred Care€¦ · IDENTIFYING YOUR STAKEHOLDERS...

2.2 STAKEHOLDER AND COMMUNICATION PLAN

EXCELLENCE THROUGH PATIENT AND FAMILY CENTRED CARE

BAY OF PLENTY DISTRICT HEALTH BOARD

Excellence through Patient and Family Centred Care

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Averil Boon RN, Grad Cert HInf, PG DipN

Bay of Plenty District Health Board Cameron Road

Private Bag 12024 Tauranga 3143

Phone (07) 5798000

June 2012

2.2 STAKEHOLDER AND COMMUNICATION PLAN


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TABLE OF CONTENTS

ORGANISATIONAL STAKEHOLDER ASSESSMENT ................................................................................................................................................................ 3

IDENTIFYING YOUR STAKEHOLDERS .................................................................................................................................................................................. 4

BRAINSTORMING ........................................................................................................................................................................................................................... 4

Prioritising Your Stakeholders...................................................................................................................................................................................................... 5

Understanding Your Key Stakeholders ........................................................................................................................................................................................ 8

Key Questions To Help You Understand Your Stakeholders ....................................................................................................................................................... 8

Achieving Good Stakeholder Management ................................................................................................................................................................................ 11

COMMUNICATION PLAN ...................................................................................................................................................................................................... 12

Successful Communication Planning ......................................................................................................................................................................................... 12

TO ENSURE THAT YOUR COMMUNICATION PLAN WILL WORK ........................................................................................................................................................... 13

COMMUNICATION MATRIX TEMPLATE ............................................................................................................................................................................................ 15

Top Tips .................................................................................................................................................................................................................................. 17

REFERENCES ....................................................................................................................................................................................................................... 18


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ORGANISATIONAL STAKEHOLDER ASSESSMENT

When working on a project, there are many people or organisations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project and their participation and support are crucial to its success.

The importance of the process in planning and conducting successful collaborations cannot be overemphasised. Good-faith efforts are often derailed because the parties are not skilled in the collaboration process, and because insufficient attention is given to designing and managing it. Using an inclusive, transparent approach during the planning and design phase will help build ownership and commitment. If it is not possible or realistic to have all key stakeholders involved from the outset, then development of a process for gradual involvement might be needed.

Determining who needs or wants to be involved, and when and how it can be achieved is the first step in any collaboration effort.

Stakeholders can be individuals or departments within the organisation as well as individuals or groups outside the organisation who can be influencers. To improve any service delivery processes you will need to actively engage a wide variety of people such as clinicians, administrative staff, patients and user groups.

Thorough analysis and proper planning will facilitate stakeholder engagement. It also helps avoid conflict and associated delays caused by inadvertently failing to involve key people. All stakeholders must be identified and categorised, from people with the greatest involvement, through to more peripheral individuals or groups. The more important the stakeholder is to the success of the project, the more time and resources you need to devote to maintaining their involvement and commitment.


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IDENTIFYING YOUR STAKEHOLDERS

Identifying stakeholders requires a good deal of research and it is important to identify all the stakeholders who may be involved, whether internal or external. An ideal way to do this is by creating a stakeholder map. One effective way you can achieve this is by assembling a group of likely experts, especially those with good networks, who can brainstorm a list of all the possible people and groups likely to be affected by the proposed change.

BRAINSTORMING

Brainstorming during the initial process of identifying stakeholders is a useful way of getting people involved. First establish the purpose of brainstorming session. Everyone in the group then calls out their ideas spontaneously or writes them on post-it notes. The list is recorded onto a flipchart, or typed onto a laptop, for the group to see and is analysed later. Five key rules of brainstorming are:

• All ideas are acceptable; judgement is ruled out until the process is complete • Thinking outside the square is welcome: the wilder the better. Humour triggers the right brain so this really helps to get original ideas flowing • Quantity counts at this stage, not quality • Build on the ideas put forward by others • Every person and every idea has equal worth


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PRIORITISING YOUR STAKEHOLDERS

There will be a long list of people and organisations that are affected by any initiative. Some of these may have the power either to block or advance. Some may be interested; others may not care. During the prioritisation process, stakeholders are positioned on a matrix, using information gathered during the stakeholder analysis process according to their level of influence or enrichment they can provide to the project.

A useful acronym for ensuring that you have included all likely stakeholders is the ‘9 Cs' listed below:

• Customers: those that acquire and use the organisation's products • Commissioners: those that pay the organisation to do things • Collaborators: those with whom the organisation works to develop and deliver products • Contributors: those from whom the organisation acquires content for products • Channels: those who provide the organisation with a route to a market or customer • Commentators: those whose opinions of the organisation are heard by customers and others • Consumers: those who are served by our customers: ie patients, families, users • Champions: those who believe in and will actively promote the project • Competitors: those working in the same area who offer similar or alternative services

Once the list of stakeholders has been generated and prioritised, it should be analysed in terms of power, influence and the extent to which each stakeholder will be affected by the project.


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POWER AND INFLUENCE MATRIX:

HIGH – STAKEHOLDER INFLUENCE - LOW

LOW

– S

TAK

EHO

LDER

SU

PPO

RT

- HIG

H

Satisfy

• Opinion formers - Keep them satisfied with what is happening and review your analysis of their position regularly.

• Can positively affect dissemination and adoption • Keep information flowing to maintain their buy-in

Strategies Collaborate, involve and / or provide opportunities where they can be supportive, support and nurture, encourage feedback, empower

Manage

• Key stakeholders who should be fully engaged through full communication and consultation.

• Can positively affect dissemination and adoption if given attention • Need attention to maintain buy-in

Strategies Collaborate, encourage feedback, empower with professional status, encourage participation, prepare for change management, involve at some level

HIGH SUPPORT HIGH INFLUENCE

HIGH SUPPORT LOW INFLUENCE

LOW SUPPORT HIGH INFLUENCE

LOW SUPPORT LOW INFLUENCE

Monitor

• Can negatively affect dissemination and adoption • Need a great deal of attention to obtain and maintain

neutrality and work towards buy-in • This group may be ignored if time and resources are

stretched. Strategies Consensus, build relationships, recognise needs, involve at some level, don’t provoke into action, monitor

Inform

• Least able to affect dissemination and adoption • Could have a negative impact, so some attention to obtain

neutrality and work towards buy-in. • Patients often fall into this category. It may be helpful to take steps

to increase their influence by organising them into groups or taking active consultative work.

Strategies Consensus, build relationships, recognise needs, involve at some level, don’t provoke into action, inform

For a large scale project, with many stakeholders a nine sector table may provide greater definition of the stakeholders:


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HIGH POWER

MODERATE POWER

LITTLE OR NO POWER

LITTLE OR NO IMPACT MODERATE IMPACT HIGH IMPACT


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UNDERSTANDING YOUR KEY STAKEHOLDERS

Having identified the key stakeholders, it is important to learn more about them:

• How are they likely to feel about and react to your project? • How is it best to engage and communicate with them?

KEY QUESTIONS TO HELP YOU UNDERSTAND YOUR STAKEHOLDERS

• What financial or emotional interest do they have in the outcome of your work? Is it positive or negative? • What motivates them most of all? • What information do they want from you? • How do they want to receive information from you? What is the best way of communicating your message to them? • What is their current opinion of your work? Is it based on accurate information? • Who influences their opinions generally, and who influences their opinion of you? Do some of these influencers therefore become important

stakeholders in their own right? • If they are not likely to be positive, what will win them around to support your project? • If you don't think you will be able to win them around, how will you manage their opposition? • Who else might be influenced by their opinions? Do these people become stakeholders in their own right?


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Often the best way to answer these questions is to talk to your stakeholders directly. People are usually quite open about their views - asking their opinions can be the first step in building a successful relationship with them. A change matrix to see who is for, or against the proposals will also help you define any influencing activities that might be needed.

IN FAVOUR NEUTRAL OPPOSED

Mr Jekyll

Dr Hyde Movement needed

ED


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Another useful tool is a matrix linking stakeholder groups and their interests to an organisation's capabilities allowing the identification of value gap to be addressed. This allows us the alignment of the organisation’s capabilities to your stakeholder's interest and needs.

STAKEHOLDER KEY NEEDS OBJECTIVES SUPPORTING CAPABILITIES VALUE GAP

Mr Jekyll

Dr Hyde

ED


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ACHIEVING GOOD STAKEHOLDER MANAGEMENT

The analysis is useless if it does not lead to action. Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.

The project team must devise actions to win round doubters, and sustain and maintain enthusiasm of supporters. Insufficient involvement and ineffective communication with stakeholders can lead to project failure. The following are a few ideas that can be used to achieve good stakeholder management practices:

• Management and stakeholders should work together to draw up a realistic list of goals and objectives. Engaging stakeholders will improve involvement and they take an active interest in the project.

• Communication is the key. It is important for stakeholders and management to communicate throughout the course of the project on a regular basis. This ensures that both parties will be actively engaged and ensure smooth sailing during the course of the project.

• Agreeing on deliverables is important. This makes sure there is no undue disappointment at the end. Regular updates during the course of the project helps stakeholders have a clear understanding regarding progress and the end objective of the project.


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COMMUNICATION PLAN

Project Management is 80% communication, 20% perspiration which is why the Communication Plan is one of the most important sections of any project. This document will take you through the basics of the communication planning process and provide you with a communication plan template.

Communication planning involves identifying and meeting the information needs of all the project stakeholders identified in the stakeholder analysis. Specifically, recognising which people need what information, when the information is needed, and how the information is collected and communicated. Communication planning strives to simplify and document an effective communication process for your project, all stakeholders, internal and external. Project Communications Planning is a process that is continuous throughout a project and must be reviewed regularly.

All your key stakeholders have been identified in the previous processes and now it is time to put all the information to good use by developing an effective Communications Plan and this should include:

• Identified individual stakeholder information requirements with a detailed description of the type of information and mode of communication required for each group.

• Time frame or period that each stakeholder or group of stakeholders needs the information • A description of when and how any information is collected and who collects it • A description of document distribution methods and frequency of distribution • A definition of the handling procedures and final disposition of project documents

SUCCESSFUL COMMUNICATION PLANNING

IT’S ALL ABOUT EXECUTION…

Having completed your stakeholder analysis and the process to understand them, now is your opportunity to consider the type of relationships you are going to have with them, remembering which stakeholders will (and should) take up more of your time. Will they support you? Will they block you? Will they just be a thorn in your side? You need to know how they are likely to feel about and react to your project. You also need to know how best to engage them and how best to communicate with them.

Remember: Some stakeholders may initially seem to lack interest in your project but then have a habit of sitting up and taking notice of your project as decisions are made and changes begin to be implemented. Stakeholder Management is an ongoing process throughout the project life-cycle so keep abreast of your stakeholder analysis, update it, and change your communications techniques as necessary to ensure that all your stakeholders are kept informed to the right level.


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The common purpose of the project communication plan is to ensure that all project stakeholders are informed about the project in a way that they find attractive and appropriate according to their role and interest in the project.

TO ENSURE THAT YOUR COMMUNICATION PLAN WILL WORK

UNDERSTAND YOUR AUDIENCE

List all identified project stakeholders, in the template worksheet. This task can be daunting on bigger projects but it is essential to identify all stakeholders. Use the Power and Influence table from your stakeholder analysis to group together those with similar interests. The people, who are most influential and have the most interest in your project and its success or failure, should be best informed and actively involved in the project

IDENTIFY ALL POSSIBLE COMMUNICATION CHANNELS

Before starting on the detail of your plan, first jot down all the possible communication channels you could use. Think broadly and creatively!

You probably already use lots of great ways to communicate in your organisation, and some new ones may help get your message across e.g. newsletters, email, notice boards, posters, lunchtime meetings, local intranet, launch road-show events, internal newspapers, committee and team meetings etc.

Your project will spread across organisational and/or geographical boundaries, think “outside the box” for vehicles to deliver the communication. With the Internet and email, many creative solutions can be found, such as a project intranet with postings, updates, and a message boards. Seriously weigh the obstacles that confront all the stakeholders of your project before considering which vehicle to use for each communication item.

PLAN HOW TO FULFILL THE INFORMATION REQUIREMENTS

Using the various communication channels identified, plan how you want to meet the information requirements of each stakeholder group; who needs to know, what they need to know, how often and how you are going to get the information to them.

The purpose of your communication must also be defined, what specific objective you will accomplish by delivering the communication content e.g. if you needed to deliver a status report, the purpose may be to communicate progress and the status of the project. Another possible objective for this scenario might be to review the recent project successes and short-term future targets. Each piece of communication should have a specific objective, if it doesn’t, you will need to evaluate whether or not there is a true need for that communication at all.

Not everything can be communicated in one go using accidentally chosen media. That is why all announcements and information from the project need to be well planned, produced and transmitted accordingly through a wide approach.

The communication plan must be flexible to allow for the resolution of any issues that arise, various stages of the project, as well as changes in process or policy that often occur.


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FREQUENCY/TIMING

Decide how often each specific communication will take place. When deciding this, think about how often it is necessary to relay the information so that it is effective, without throwing your stakeholders into information overload. This section would also include specific dates if appropriate.

RESPONSIBILITY

Identify the person or role of the person responsible for ensuring the communication occurs. Whether it is actually initiating the communication or delegating the responsibility, this establishes ownership of the communication and will assist in avoiding delays due to a communication failure. A little planning up front is worth its weight in gold.

COMMUNICATION MATRIX

The next step is to develop a Communication Matrix that integrates the "who, what, when, and how" of the required communication process.

A communication matrix includes the possible type of communication to be transmitted, who the target audience is, the objective of the communication, the frequency that the communication is disseminated, and the method used to transmit the communication.

Once all groups are sorted into the matrix, several may have similar communication needs and these may be met by communicating the same content by the same means i.e. sending a regular project status report by email or circulating project meeting minutes to designated groups etc.


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COMMUNICATION MATRIX TEMPLATE

ITEM AUDIENCE TYPE/METHOD(S) WHEN/FREQUENCY PURPOSE RESPONSIBILITY


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MONITOR EFFECTIVENESS

It's good to get feedback on the communication you have planned and implemented. Ask people from all the different audiences how you are doing. Check they understand the messages you have needed them to hear. By getting timely feedback, you can tune any future communications that you have planned to better meet people's needs or fill any gaps so far.

The objective of developing an effective feedback mechanism is to provide all stakeholders with the means to communicate all issues regarding the project and by providing feedback, stakeholders will feel that that they are involved and their contribution is valued and they are recognised.

Remember communication is a two-way mechanism and developing an effective feedback mechanism is a crucial function of the communication planning process.

BUDGET

Remember to specify what it will cost to implement your Communication plan.

Informing is a one way process.

Communication is a two way process!

PARTNER

COLLABORATE

INVOLVE CONSULT

INFORM


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TOP TIPS

• Target your message to the different groups

Different groups (and sometimes individuals) may require different types of communication e.g. status reports, email, website, face to face, memo etc. Planning is necessary from the beginning and plan for changes as the project moves forward.

• Status reports

Status reports are a great form of project communication, if kept short and to the point.

• Repetitive messages

The same message delivered using different mechanisms and sources will help to reinforce your message and reach a wider audience.

• Anticipate conflict

Tailor your communications to overcome conflict before it occurs. Keep in mind that conflict will always occur on a project. Conflict needs to be anticipated and managed continuously throughout the project.

• Allow for anonymous feedback • Create a way for people to relay their positive and negative feedback anonymously.

Project Managers need to recognize that good communication is important because it helps to reduce conflict, increases information distribution, and helps to silence critics while reinforcing the positive aspects of your project.


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REFERENCES

1. Frampton, S., Guastello, S., Brady, C., Hale, M., Horowitz, S., Bennett-Smith, S., & Stone, S. (2008). Patient and Family Centered Care Improvement Guide (pp. 9-19): Planetree Inc. & Picker Institute.

2. Gawler, M. (2005). Quick Guide to Stakeholder Analysis: Artemis Systems. Retrieved February, 2012

3. Institute for Patient- and Family-Centered Care. How to get started. In Advancing the Practice of Patient and Family Centered Care.

4. Quality and Service Improvement Tools. In 5. NHS Institute for Innovation and Improvement. Retrieved December 12, 2011, from http://www.institute.nhs.uk/option,com_quality_and_service_improvement_tools/Itemid,5015.html

5. Schmeer, Kammi. 1999. Guidelines for Conducting a Stakeholder Analysis. November 1999. Bethesda, MD: Partnerships for Health Reform, Abt Associates Inc.

6. The Picker Institute. (2009). Using patient Feedback. In Making Patients' Voices count: The Picker Institute Europe. Retrieved January 15, 2012

7. Getting the right messages across in the right way. In Communications Planning. Retrieved March 10, 2012, from http://www.mindtools.com/CommSkll/CommunicationsPlanning.htm

8. Developing your Project Communication Plan. In Collegiate Project Services. Retrieved April 4, 2012, from http://www.collegiateproject.com/

http://www.institute.nhs.uk/option,com_quality_and_service_improvement_tools/Itemid,5015.html

http://www.mindtools.com/CommSkll/CommunicationsPlanning.htm

http://www.collegiateproject.com/

Excellence through Patient and Family Centred Care€¦ · IDENTIFYING YOUR STAKEHOLDERS...

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