When You Need More than a

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• When You Need More than a
• Wing and a Prayer
• Communicating in Times of Change
• Julia Ingram Fetzer
• CHRISTUS Health Gulf Coast
• Carolyn Mayo, APR
• Vollmer Public Relations

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CHRISTUS Health Gulf Coast
Mission To Extend the Healing Ministry of Jesus
Christ Vision To be the preferred provider of
medical services in the geographic markets we
serve. To be known for providing high-quality,
customer-focused healthcare using advanced
medical technology in an environment that is both
physically and spiritually healing. Accomplishing
this in partnership with our associates,
physicians and other providers that reflect our
core values of dignity and respect for the
individual and patients we serve.
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CHRISTUS St. Joseph Hospital
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CHRISTUS St. Joseph Hospital

• Established in 1887
• The ONLY Downtown Hospital and the ONLY Catholic
  Hospital in Houston
• St Joseph Hospital, a first for Houston
• the first to have an x-ray machine
• the first to have infant incubator
• the first to have a mammography center
• Downtown Houstons First Responder for Weapons of
  Mass Destruction.
• Provided over 12.8 million in charity care
  annually

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The Decision Process

• We look for solutions that allow us to further
  our mission and create new opportunities in
  Houston and surrounding areas and continue growth
  in Houston
• At CHRISTUS St. Joseph Hospital, we explored
  various options to sustain our operations in
  Houston and meet four main goals
• Continue our Mission in Downtown
• Retain Employment for Associates
• Maintain a Modern Facility for Physicians
• Put us on a Path to Financial Health
• In reviewing several scenarios Selling the
  hospital was the only way to meet our goals.

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The Challenge in Selling

• Heritage and Tradition Weigh Heavily in Any
  Action
• Ministry Must Be Maintained
• Reputation Critical
• Emotions Strong
• Secrecy Crucial
• Stakeholders Everywhere
• Unbudgeted Time/Expense/Attention

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The Steps to Selling

• Early Exploration
• Strategic alternatives buy, sell, consolidate,
  merge, convert,
• Request for Proposals
• Issue or respond
• Letter of Intent (LOI)
• Preliminary written agreement subject to
  negotiations
• Definitive Agreement (APA)
• Binding agreement subject to meeting specific
  conditions
• Closing the Sale
• Signing the papers and check turning over the
  keys
• Transition to New Owner
• Taking over all operations

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Our Team
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The Decision to Sell

• Committed to Total Communications Transparency
• Communications at the table from the beginning
• Began writing communications plan the minute
  discussions were serious internally
• Constant worst-case scenario planning
• Always be prepared for a leak with even the
  smallest story

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What Every Communicator Should KnowThe Basic
Parameters

• The Deal Points
• Nature and scope of business transaction
• Terms of the agreement
• Basic Understanding of the parties involved
• Mission, Vision, Core Values
• Business Objectives
• Operating Structure
• Culture

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What Every Communicator Should Know The Sale
Objectives

• Communications Fosters Relationships
• that are Key to Business Success
• Protect Assets
• Maintain Organizational Stability
• Retain Workforce
• Facilitate Smooth Transition

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What Every Communicator Should Know Communication
Objectives

• Reflect our mission, core values
• Stay true to your culture
• Assure timely, accurate and consistent
  information
• Consistency in all messaging
• Anticipate and prep for negative reactions
• Limit premature, incomplete and inaccurate
  release of information
• Let the Champions assist in supporting the
  message

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How to Communicate
Communicate from the Inner Circle Out
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The Stakeholders Multiple and Varied

• Sisters
• Clergy (Vatican/Pope)
• Board
• Partners
• Managers/Directors
• Employees
• Regulators
• Payers
• Medical Staff
• Community/Elected Officials
• Region/System Leadership
• Community Hospitals/Competitors

• Donors
• Vendors
• Patients
• Interest Groups
• Volunteers
• News Media
• Referring Professionals
• Region/System Hospitals
• Economic/Business Development Organizations
• General Public
• Potential Buyers

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Stakeholder Analysis
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Notification Plan
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Communication Roll-outThe Power of Training

• Anyone that would speak to any gathering on
  behalf of the company was trained
• Scripts developed
• Talking Points distributed
• Frequently Asked Questions provided and specific
  for different audiences
• Itineraries
• Videotaped rehearsals
• Media practice

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Communication Roll-outTools and Methods

• Initial Announcements
• Small Groups
• Face-to-Face Meetings
• One-on-One Meetings
• Town Hall Meetings
• External Roll-out Push
• Press Release
• Letters
• Personal Calls

• Periodic Updates
• Monthly Newsletter
• Weekly Email Update
• Intranet
• Regular Meetings
• Heard in the Halls
• Community Events
• Employee Events
• Celebrations
• Remembrances

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We Have a Buyer Working with Your Counterpart

• Initial Contact
• Getting to Know You
• Who Takes the Lead? When?
• Working in Tandem
• How to Handle Conflict
• Different Organizational Approaches to
  Communications

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New Challenges

• Potential rivalry
• No established relationship, unclear roles
• Differing approaches to communications
• Constantly changing deal points thru the
  negotiations
• Communicators may be announcing the loss of their
  own jobs
• Political, legal constraints
• The answers have yet to be invented

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Results

• Retention of staff and physicians maintained
• Maintained high patient satisfaction
• Maintained value of hospital to the buyer
• CHRISTUS Health reputation intact
• Media coverage neutral to positive
• Mission continues
• Endowment to foundation to continue downtown
  services

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Survival Lessons

• Be analytical in your planning
• Automate when you can
• Checklists, checklists, checklists!!!!
• Secure documents to keep reigns on
  confidentiality
• Prepare answers for the likely questions,
  especially the hard ones
• Smart planning allows communications to assert
  leadership and become a model
• Stay consistent with your culture
• Respect the legacy and history of the organization

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Survival Lessons

• Ensure everyone understands their role
• No amount of communication will be enough for
  some
• It always takes longer than predicted
• Communicators serve both as the expert and the
  counselor
• Allows the leadership team to process the
  experience
• Its all a learning opportunity
• Celebrate Success
• Breathe . . .

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Questions?