Marke&ng & Communica&ons Plan
BRAC Office of Integration &Transition Volume 1, No. 3 FEB 2011
The BRAC VIBE (Vacancy Information Brief Exsum) serves as a regular source of information on key details of importance to staff members in preparation for the upcoming transition and vacancy of the Walter Reed Army Medical Center campus.
The New Logo…
Walter Reed BRAC Office of Integration & TransitionReference: Chuck Dasey, WRAMC/NRMC PAO, 10 FEB 2011
The new logo is designed for system wide implementation.
Rather than a single iconic logo for one facility, the new brand has been designed to represent the same state of the art, next generation military medical care, delivered at bothBethesda and Fort Belvoir.
Purple:World class medicalcare regardless ofuniform color
Emerging cross:Innovation
Capitol:Heroic; National
Shield:Strength
System Wide Implementation
Office of Strategic Outreach
Hi Brian, I hope this message finds you well! Based on our conversa;ons Tuesday and a look at the VETS website/outreach tools you have in place, I took a liCle ;me to put together some ideas that I think might be effec;ve in jumpstar;ng the DOL Outreach program. I provided samples of products/ideas implemented during my s;nt at Walter Reed and thought some of these could be easily used as a baseline/founda;on to expand upon for VETS. Please feel free to take anything you think might be useful under considera;on. Regards, Dan Henry
COMMUNICATING VETS: An outline for effectively communicating VETS:
Assumptions for Planning Purposes: § VETS is not a universally known entity § Clear concise messaging has not been produced to educate stakeholder populations of existing tools to assist veterans § The organization has not been effective engaging/partnering with aforementioned stake holder populations to deliver on its stated mission to provide resources and expertise to assist and prepare veterans to obtain meaningful careers, maximize their employment opportunities, and protect their employment rights. § Strategic plan not currently in place to guide organization/office to achieve stated goals § Collaborative environment with VSOs, governmental organizations and corporations not currently maximized § Social/New Media platform and web usage as a method of outreach peripheral at best
Communications Goals: • To develop a comprehensive series of communication tactics and strategies which will effectively deliver timely messaging and content deemed important to the VETS audience on a national level • To positively affect DOL policies and the implementation of VETS initiatives in order to achieve the most beneficial results for our stakeholder populations including Veterans, VSOs, DOL staff, governmental organizations, corporations and small/medium size businesses. • Clearly define for stakeholder audiences who/what VETS is, what/how VETS delivers on its mission/vision and how partnering with VETS is a win for veterans on the home front AND workforce /talent management within organizations
Audiences: Veterans, Veterans Service Organizations. Human Resource/Hiring officials at businesses, corporations and government organizations, Non-Profits devoted to workforce development, Active Duty military organizations, media organizations, radio and print publications, congress
Key Messages: § VETS is here!!! Communicating the mission, vision and existence of VETS § Hire a Veteran!!!! § VETS cares about the well being of veterans § VETS is more than just an acronym and will play a significant role not merely in developing partnerships with stakeholder communities but will facilitate access to tools training and job opportunities to impacted populations § Our Most Critical Asset is You! Stakeholders play a key part in achieving message saturation and we cannot accomplish our mission without public engagement through our critical stakeholder communities
Effort Synopsis Result Implementation
Hire A Vet! Develop a series of 30 x60 Posters starring real veterans highlighting, in an irreverent manner, the unique capabilities that veterans offer in the workplace in environment. (Slogan Example: Punctual? If I’m not there 15 minutes early, I’m already late, or; Leadership experience? Yeah, I think I’ve got that covered)
Endear sense of pride and personality to both veteran’s and the civilian population they will be transitioning too alike; Capitalizes on the patriotic spirit by highlighting military service and the intangible traits that come with it.
Electronic e-mail blasts, METRO ad-campaign; partnering with governmental organizations and/or GSA to place within buildings
VETS Success! 3 to 5 Minute film shorts or trailers that follow a veteran who has successfully transitioned to the civilian workplace. Company executives will talk a bit about the positive impact of the veteran/veterans on staff, peers highlight traits, veteran talks about transition and how VETS programs helped
Illustrates in a visceral manner the successes of veterans in the workplace. Inspiring, emotional pieces that show stakeholders that what we do is both real and necessary
Through social media, websites and YouTube. Create a VETS channel that focuses on VETS success stories and highlighting resources available to veterans; live on kiosks at events
VETS Focused Kiosk and permanent display
Creation of 10 Foot informational displays and interactive kiosk (speaking) referencing key initiatives, VETS Success videos and informational presentations.
Visceral impact on visitors. Constant ROI of advertising dollars
Begin with DOL Lobby; deploy through partnerships to other facilities (VA Hospitals, government Agencies, VSO facilities, MTFs)
Quarterly Partner Meetings
Invite engagement partners to quarterly meet & greet/planning sessions where we look at trends in veteran’s hiring and discuss ways to make our outreach more effective.
Buy in with VSOs who feel like they are less being talked down to than being made a true partner in meeting VETS and Veterans needs. True metric on effectiveness.
Conducted at DOL or sponsored by DOL at various regional locations
VETS Blog Interactive/robust website for delivering messaging critical to VETS initiatives ; place holder for VETS Success videos and articles; Links to and from social media and primary VETS website
Dynamic home for VETS online that makes people WANT to find out more about the programs
Several inexpensive turnkey solutions available (Zen folio,Word Press, Joomla) Implementation contingent upon DOL Information management rules
Product Synopsis Result Implementation
VETS/DOL Live A series of updates given by Senior VETS and DOL staff on any number of topics of concerns to veterans, veterans organization or corporations looking to hire veterans
Accountability and concern to stakeholder populations; leadership visibility in potentially tough areas of discussion; yields loyalty and buy in
Through Blog and YOUTUBE Channel
Annual Report Annual metric and showcase of VETS efforts. Delivered and distributed electronically in PDF form
Reinforcement of organization initiatives and successes;
Produced in-house
The 20 Things You Have Got To Know About Veterans
Humorous illustrated briefer on cultural differences and things you must know about the new environment and personnel that staff will be working in and with (both veteran & civilian)
Stress free way to approach hiring and team building with staffers who have different perspectives and expectations
Presentation and through kiosks/website
Revamped Logo/Branding
Look at current logo and determine if it needs modernization and its effectiveness in its current state. The VETS logo, while simple, is the single most important piece of branding we have (think Apple’s Apple, or McDonald’s Golden Arches). Is it memorable and does it instantly say who/what/why we are…?
Better recognition; Change is not necessarily necessary…but we should at least look at it’s effectiveness
If necessary, will be on all VETS related communications
News Letter Monthly newsletter which highlights VETS Success stories, current and future initiatives and partner efforts. Currently one in place but should be revamped to draw considerably more interest than the current state
Like the logo and Blog Site, it gives us better recognition and people will use it if they like the way it looks
Delivered for download through PDF
Brochures and Fliers Materials reinforcing the importance of VETS and our initiatives Buy in; Printed Materials
Magazine and Radio Ads/Articles/Interviews
Pitch speaking and article opportunities to national radio shows (Tom Joyner Morning Show, Opie and Anthony, NPR) focusing on VETS, our programs and highlighting the value of hiring veterans
National exposure to a wide range of potential stakeholders
Pitch stories/inquire about interest to various organizations
Trade Shows and Conferences
Attendance and participation in various Veterans and military affiliated conferences highlighting VETS and veteran’s hiring opportunities. Partner with various industries to take the podium at their trade shows and highlight veterans as potential employees
Broad based awareness by putting our face forward to organizations and associations that can help veteran’s
Seek out opportunities through VSOs and talking with HR organizations in corporations
• Mo&va&onal Poster & Print/Electronic Ad Campaign Sample
• U&lize Actual Veteran • Incorporate simple yet straight forward messages • Deploy to Airports, government facili&es, Metro,
buses, etc
• Re-‐Vamped NewsleLer • Incorporate Important informa&on with
anecdotal success stories and lifestyle pieces on VETS Partnerships and Programs
• Produce Monthly in PDF form for downloads
4 11 18 25 1 8 15 22 6 13 20 27 3 10 17 24 8 15 22 29 5 12 19 26
March AprilMay
JuneJuly
August
4 11 18 25 1 8 15 22 6 13 20 27 3 10 17 24 8 15 22 29 5 12 19 26
14 & 28 JULY:
Day-In-The-Life
Exercises
(Fort Belvoir)
BRAC Office of Integration &TransitionVolume 1, No. 9
MARCH 2011
The BRAC VIBE (Vacancy Information Brief Exsum) serves as a regular source of information on key details of importance to staff
members in preparation for the upcoming transition and vacancy of the Walter Reed Army Medical Center campus.
Walter Reed BRAC Office of Integration & Transition
Transition Training Timeline
31 MARCH:
Workspace
Trainers
Identified
17 MAY:
Transitional
Orientation
sessions and
facility tours
begin
(Bethesda)
28 APRIL:
Workspace
Trainers &
Training
Managers
Workshop
12 & 26 JULY:
Day-In-The-Life
Exercises
(Bethesda)
22 JUNE:
Transitional
Orientation
sessions and
facility tours
begin
(Fort Belvoir)
1 JUNE:
Workspace
Orientation
Training begins
(Bethesda &
Fort Belvoir)
23 JUNE:
Training Stand
Down Day
WRAMC Staff Education & Training has developed a schedule for
necessary BRAC-related training events. The training timeline will
help ensure that staff and supervisors complete all assigned
education and training activities before the transition to our new
hospital facilities in Bethesda and Fort Belvoir.
All WRAMC personnel are required to participate in two training
sessions--Transitional Orientation and Workspace Orientation--
designed to prepare them for their new workspace and facility. The
Transitional Orientation workshop will focus on the general facility and
the Workspace Orientation session will familiarize staff with their
immediate work area. Staff members who are moving from one
specialty area or department to another, or whose specific job function
will change, will require additional specialized clinical orientation after
transitioning to their new work area.
The training will culminate in a series of Day-in-the-Life exercises
designed to ensure that staff members are familiar with their new work
area and know how to operate within it safely.
In addition to the orientation trainings mentioned above, there will be
an advanced “Super User” training ava
ilable for staff members
responsible for operating complex and specialized equipment and
systems.
Workspace Trainers and Training Managers Workshop, 28 April
(Delano Hall): Half-day workshop designed to familiarize key
personnel with roles and responsibilities in preparing staff members
for transition orientation.
Transitional Orientation Sessions Begin, 17 May (Bethesda), 22
June (Fort Belvoir): Weeklong series of half-day training sessions
and facility tours
Workspace Orientation Training Begins, 1 June (Bethesda & Fort
Belvoir): Orientation to space and patient/customer flow as well as
pertinent equipment training
Day-in-the-Life-Training, 12 & 26 July (Bethesda) and 14 & 28
July (Fort Belvoir): Simulation exercise of hospital operations
intended to assure that staff members are trained in new systems,
processes and equipment and know how to safely operate in their
environment.
Super User Training (As Needed): Sessions designed to provide
advanced training to key personnel who operate complex, often high-
value or high-risk equipment and/or systems.
For additional information on training dates and schedules,
please contact Ms. Victoria Ransom at 202.782.4388
or Ms. Ladonna Howell at 202.782.8402.
Reference: Victoria Ransom & Ladonna Howell, WRAMC BRAC Team, Staff Education & Training, 17 MAR 2011
Walter Reed BRAC Office of Integration & Transition
–Practice your new route to work–Find nearby places to eat, get coffee & run errands after work–Tour your new work “home”–Name at least two new people on your work team–Take part in Transitional Orientation in May or
June
–Work with your team to practice new & changing processes
–Practice using the crash cart in your new work area, including the Zoll defibrillator–Review the “code colors” and plan your response
to patient emergencies –Think of the top 3 ways staff could be injured in your new work area and then prevent them!
On 24 March 2011 WRAMC Hospital Security will begin processing
information and taking photographs to create badges for staff
members scheduled to transition to Fort Belvoir Community Hospital.
Photo and information collection sessions will be held in the WRAMC
photo studio, located in BLDG 1, Room D-108, near the patient and
employee library.Personnel who work at night may have their photos taken on a first
come/first serve basis on Thursdays between 0800 and 0900 and all
other staff members on Fridays between 1300 and 1400. The photo lab estimates that they will be able to process approximately 70-80 persons per session. The process is scheduled
to be completed in early June. It is important for all staff members assigned to FBCH to complete
this process as early as possible to help ensure a seamless transition to their new facility. For additional information, please contact Mr Kenneth Neuville,
WRAMC Security at 202.713.0905 or [email protected].
Security Badging Information for Staff Transitioning to Fort Belvoir
Staff Education & Training’s Tips for Transition Success:
BRAC Office of Integration &Transition Volume 1, No. 2 Jan 2011
The BRAC VIBE (Vacancy Information Brief Exsum) serves as a regular source of information on key details of importance to staff members in preparation for the upcoming transition and vacancy of the Walter Reed Army Medical Center campus.
Full Speed Ahead!: What you need to do to ensure a smooth move!With September 2011 fast approaching, Walter Reed Army Medical Center and Garrison staff are in full transition mode - preparing for all aspects of the complex but necessary move to the new facilities in Fort Belvoir and Bethesda.
Pertinent to the transition will be the actual physical movement of all things WRAMC. This includes not only patients and staff, but medical and office equipment, historical pieces and fixtures, artwork and any and all items deemed necessary for transferring staff to function seamlessly in their new locations.
This portion of the process, like all others to date, has taken a great deal of planning and thought. Adhering to proper procedures will guarantee a successful transfer of functions while ensuring no change in the level of care and safety afforded both patients and staff as we move forward.
The Overall Move Plan
As of today, WRAMC is programmed to move over a 17 day window. The moves out of WRAMC will start in mid-August of 2011 with the In-Patient move occurring over a weekend at the end. There are currently no “early” moves programmed for WRAMC in the relocation schedule; so nothing is scheduled to move prior to the mid-August 2011 move sequence.
All government equipment will be moved by government vehicles or by a government contractor. It is imperative for staff members to note that it is illegal to move any government equipment in their personal vehicles (POVs). Additionally, you may be requested, by the receiving sites (Integrated Department and/or Service Chiefs), to participate in end-state planning sessions. These planning sessions would involve the development of future operational plans.
Patient Care Impact
It is expected that patients will be provided the same level of care that they have always received. There will be no decrement in patient or family care.
Walter Reed BRAC Office of Integration & Transition
Staff Member Responsibilities
As WRAMC operates as a tenant organization to the WR Garrison there are several steps that must be followed in order to properly vacate the premises so that the building may be turned over.
This Vacancy plan and process works hand in hand with the Garrison Closure process. There will be multiple responsibilities that will come through departmental Chiefs, NCOICs and Departmental Transition Coordinators (DTCs).
Employees will be briefed on their departmental relocation process regarding any and all other items that will be relocated to the new locations. These departmental relocation briefs/directions will occur in early 2011.
Employees, in general, should be focused on taking personal items home (Plants, pictures, certificates, etc…).
Reference: Analiese Kunert, Lead Transition Coordinator, GDIT, 24 January 2011 & http://hcr-moves.com/ 24 January 2011
High Quality Brochures and Marke&ng Communica&ons Materials
Annual Report Sample
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