Profile Special Issue: 11 September 30, 1998

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

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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).

• .. 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.

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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; �

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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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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."

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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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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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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

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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


Governmental & Legislative Relations

Melissa Rehfus Vice President Publ ic Policy


5


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


Governmenta l & Legislative Relations

Melissa Rehfus Vice President Public Policy


5


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

profile ., . . t,,.\\•\t•

.,._._\"\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).

., 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.

Profile Special Issue: 11 September 30, 1998

Documents

Transcript of Profile Special Issue: 11 September 30, 1998