ReputationChecklist:** AnIntroduction€¦ · Background** • JosephBrantHospital(Burlington,ON)**...
Transcript of ReputationChecklist:** AnIntroduction€¦ · Background** • JosephBrantHospital(Burlington,ON)**...
Reputation Checklist: An Introduction
Governance Centre of Excellence
September 27, 2013
Reputation is Essential To… • …Fulfilling our Missions
• …Community Confidence
• …Getting things Done • …Fundraising Ability
• …Partnerships and Integration
Challenge:
• It is not clear that all hospitals in Ontario adequately recognize how critical reputation and trust are to the success of our hospitals
• E.g. Every instance of Supervisor appointment in Ontario has involved issues related to community confidence and trust
• Here are our stories…
Who We Are • Brady Wood:
– CCO, Niagara Health System since 2011 – Seconded from St. Joseph’s Health System during
NHS C. Difficile outbreak – Healthcare administration since 2003 – Aids other organizations with reputational issues,
e.g. Board Member of Canadian Arab Institute
• Mario Joannette: – VP, Joseph Brant Hospital since 2009 – Joined team after C. difficile controversy, and tasked with
launching ‘New Era’ for the hospital – Previously worked in municipal administration, political
communication, and mental health
Background • Joseph Brant Hospital (Burlington, ON)
– Decreased trust and reputation harmed after C. difficile outbreak in 2006/2007 – Great deal of leadership turnover – Concerted effort to improve quality and image – Major redevelopment commenced with provincial and municipal support
• Niagara Health System (Niagara, ON) – Historic resistance to merger of 7 hospitals; 10+ years of controversy – Following C. difficile outbreak in 2011, Province appoints Supervisor – Concerted successful effort since to regain community confidence, improve quality, and
improve political and media relations – New million-‐square-‐foot hospital opened in March to much fanfare
• St. Joseph’s Health System (Hamilton, ON) – Multi-‐hospital system in Hamilton, Brantford, Kitchener, Guelph – Historically maintained strong reputation in communities served – Successful in attracting provincial investment and achieving national profile for
improvements – International Outreach Program achieved great recognition for work in developing
nations
Trends Informing the Checklist
• Global: – Decreased trust in corporations – Corporate governance focus on reputation – Evolution of public relations function; increasing professionalization
– Greater public scrutiny; informed consumers; social media use
– Rapid media cycle; greater media scrutiny on organizations in crisis
– PR “Spin” is Dead; Authenticity is In (e.g. AW Page Society Report)
Trends Informing the Checklist • Local – Trust as central to therapeutic relationship – Need for community confidence in local hospitals – Economic downturn; Ontario austerity and hospital budgets
– Reputations of hospital sector partners tied together – Complex political environments in most communities – Inconsistent PR ability and approaches in Ontario hospitals
– Community engagement is a government priority, enshrined in ECFAA
What Could the Checklist Change?
• Increased trust with communities and patients we serve; less surprises in planning and implementing; mutual understanding
• Ability to manage crises; ‘reputation capital’ accumulated
• Increased positive and decreased negative media; improved media climate/relations
• Greater ease in dealing with issues requiring backing from elected officials; strengthened partnerships
Using the Checklist
• In the next section of the presentation, Brady will give a quick overview of how the Checklist might be used in practice
• A few sections of the Checklist will be explored in greater detail as examples
Inspiration • 2007 Atul Gawande in the New Yorker covered the us of
ICU checklist in US hospitals • 2010 MOH & Ontario hospitals adopt surgical checklist
• 2012 Institutes of Medicine launches ‘A CEO Checklist for High-‐Value Health Care’ – Shows utility of checklist to corporate functions – Covers Governance vision, culture of improvement, IT, evidence, resource utilization, itegrated care, shared decision-‐making, targeted services, embedded safeguards, and internal transparency
– Lacks discussion of Reputation Management
Individuals Informing the Checklist
• Hospital CEOs & Executives • Hospital PR Professionals/Leaders • OHA Leadership • Government • Academic Partners / Mentors – McMaster University
Masters in Communications Management (MCM)
Governance
How Does the Board Get Involved in Reputation?
• Checklist is aimed at bridging Governance and Executive Management, much in the same way as Strategic Planning
• ‘Generative Governance’ from Governance as Leadership by R. P. Chait (2005)
FIDUCIARY
Reputation and Strategic Planning?
Today's Hospitals' Strategic Plans
Reputation
Quality/Safety Employee Engagement
Patient Satisfaction
Financial Stewardship
Measurement
St. Joseph’s Data | 2009/10
• 123 media hits tracked since May 2009 – Positive: 92 (75%) Negative: 18 (15%) – Research & Innovation: 33 (27%) – Haiti Relief: 20 (16%) – Mental Health: 16 (13%) – H1N1: 10 (8%) – ER Wait Times / ALC: 7 (6%) – Outbreaks/Infection: 6 (5%) – Labour Issues/Budget: 5 (4%)
St. Joseph’s Data 2009/10
• Data from Hamilton Spectator (most challenging media partner at the time)
BEST PRACTICES Dr. Terry Flynn at McMaster
Flynn: ‘organiza<onal a=ributes that predicted how prepared an
organiza<on was to manage a crisis’ (2009): • Leadership • Culture • Crisis management procedures • Public rela<ons capacity • Crisis mindset, and • Organiza<onal learning
Flynn has studied Maple Leaf and Toyota …
Title of the presentation May 16, 2012
Reputation Scorecard (Quarterly) August 2013
• Things have calmed down completely • We are in support of the plan; waiting to hear about
urgent care centres • New Site name should re<lect our contribution • You are in a catch-‐22 regarding the need to deal with
budget and satisfy the public • I am looking for meaningful ways to get involved • The Minister should make a decision as that would
deal with some of the controversy de<initively
T Flynn Report
Patient Satisfaction Data, Cleanliness Data (audit & perception), Employee Feedback/Engagement, Rounding for Outcomes
0 20 40 60 80 100
Jul-‐11
Oct-‐11
Jan-‐12
Apr-‐12
Jul-‐12
Oct-‐12
Jan-‐13
Apr-‐13
Jul-‐13
Oct |13
Positive
Negative
MEDIA METRICS COMPLAINT / COMPLIMENT METRICS
INFLUENCER INPUT McMaster July 2011
Telephone -‐18.50%
Online -‐77.20%
Paper -‐80.30%
Average -‐58.67%
REPUTATION POLLING
OTHER CONSIDERATIONS
Pollara June 2012
Avg Impression 4.5/10
Analysis: 36% negative / 26% Positive = potential improvement of 8.5% (-‐10%)
Coverage This Quarter: (+) environmental initiatives, new CT at GNG, new Board of Directors; (-‐) parking changes at Welland; 406 interchange
Leger 2013
Avg Impression N/A
Analysis: 39% positive / 34% negative = potential improvement of 15% (+5%)
NHS Reputation Data Analysis
• Average of 20 positive to 90 negative per month in quarter 2 of 2011/12
• Average of 62 positive to 10 negative in quarter 1 of 2013/14
• Polling indicated 8.5% positive improvement in reputation
• Qualitative inputs reflect positive relationships with political class and influencers
Crisis Communications
Crisis Communications Methodology • Timothy Coombs’ (2007) algorithm – ‘Situational Crisis Communications Theory’ : Primary crisis response strategies Deny crisis response strategies Attack the accuser: Crisis manager confronts the person or group claiming something is wrong with the organization. Denial: Crisis manager asserts that there is no crisis. Scapegoat: Crisis manager blames some person or group outside of the organization for the crisis. Diminish crisis response strategies Excuse: Crisis manager minimizes organizational responsibility by denying intent to do harm and/or claiming inability to control the events that triggered the crisis. Justification: Crisis manager minimizes the perceived damage caused by the crisis. Rebuild crisis response strategies Compensation: Crisis manager offers money or other gifts to victims. Apology: Crisis manager indicates the organization takes full responsibility for the crisis and asks stakeholders for forgiveness. Secondary crisis response strategies Bolstering crisis response strategies Reminder: Tell stakeholders about the past good works of the organization. Ingratiation: Crisis manager praises stakeholders and/or reminds them of past good works by the organization. Victimage: Crisis managers remind stakeholders that the organization is a victim of the crisis too.
Media Relations
Comments and Questions? • We don’t consider the Checklist a
closed project; if you have suggestions, we are all ears!
• We are grateful for the opportunity to present to this distinguished group.
• We are willing to present to individual Boards or groups in greater detail regarding how to use the Reputation Checklist to improve performance