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4. SUPPORTWhy should they believe us?

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• What evidence do we have to substantiate the reward?

• What can we say to make the action seem feasible?

• What makes it the norm?

Support

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“Leading hospitals” – We can support this claim because:

• US News & World Report says so

• Growing number of programs

For example…

Support for Administrators

Reward of a solid bottom line:• Reduced LOS, ICU LOS• Lower ancillary, pharmacy costs

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Support for Clinicians

Reward of more time• Fewer callback slips• Fewer meetings with patient/family members• Less case management time

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5. IMAGEWhat’s our

brand?

An effective image:

• Is appealing and relevant

• Is original and distinctive

• Tells the audience, “I’m speaking to you”

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Talking to You?

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Copy:

When you let other people into your lane

When you sing to the radio

When you have time to prepare for work

When you use the time to forget about work

When you feel part of something larger

Your commute is painless, you win

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What about the “d” word?

• Providing services for the dying and branding those services as EOL are two different things

• “Death and EOL” services are not appealing or relevant – for palliative care audiences

• Research shows what patients and families want – that is what we must offer and communicate

• What we discuss internally as PC professionals is not relevant to external audiences

• Promotion of bereavement services is not appropriate for audiences who have not yet experienced a death

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Palliative Medicine Paradox

Minimizing palliative medicine’s connection with dying

will actually increase the chances that patients will

attain a good death

Image of Palliative Care

Image Challenges• Comfort Measures Only• Touchy feely• Giving up• Less care• Consolation prize• Dr. Death is on the floor• Competitor

Desired ImageAggressive Pain controlVigorous medical treatmentMore careBest care you can get for your motherIntercontinental not Motel 6Effective management strategy in tough economic timesService for physicians11

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The Accidental Image: What happens when we talk to ourselves

Non-starters Jump-starters

• Interdisciplinary

• Psychosocial • Continuity of care

• End-of-life care

• Death, dying

• Blaming or pointing out failures

• Take care of all your needs

• Meeting with family

• Coordinating providers

• The best medical care for seriously ill people

• Serious, advanced illness

• Showing opportunities

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6. OPENINGSHow do we

break through?

Openings are not about how we get our message

out.

Openings are about how our audience takes our

message in.

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Good openings for reaching your audience

Times, places, situations, states of mind when they are:

• Ready to hear your message

• Looking for your benefits• In a position to act

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Creating message strategies

The six questions give you a message strategy:

If I do (action) instead of (status quo), I will get (reward) because (support).

An associated imageOpenings when your audience will be receptive to your message

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Example message strategyIf I, the administrator, fund the palliative care proposal instead of XXX, we will increase capacity in the ICU, because I have seen data showing effects of PC programs on LOS data in the WSJ and we are considerably higher than the regional benchmarks.

• Image: effective management, quality, medical, what leading hospitals do

• Openings: administrators facing imminent JCAHO review process, compliance people, quality meetings

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Example message strategy

If I, the clinician, ask for a palliative care consult instead of spending hours talking in circles with this family, I will have time to focus on my practice, because I have heard from my colleagues that the palliative care consult team handles these situations.

• Image: non-threatening, supportive, competent

• Openings: clinicians facing complex case with “difficult” family members

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Your message strategy is not “copy.” It is what you want people to take away

from a meeting, from reading your materials,

from asking for a PC consult.

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“…PMC helps patients and those who care for them by:

•Reducing or controlling pain and debilitating symptoms

•Counseling patients and families when making medical decisions becomes difficult

•Listening and providing support through all stages of an illness…”

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Courtesy of:

UAB Center for Palliative Care

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How do you know the answers to the

6 Strategic Questions?

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Audience research

• Draw on your existing knowledge of your colleagues-outside the PC framework

• Ask questions of your audiences – informal, quick reconnaissance (What are you worried about? What do you need?)

• Read your institution’s mission statement, Board agendas

• Conduct a survey

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Tools to get you started

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• Visit a Palliative Care Leadership Center (PCLC)

• Marketing Chapter from the Guide• Elements of Marketing Plan• 6 Strategic Questions• Messages for Key Audiences• Tips for Creating Promotional Materials

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Resources

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Courtesy of

UAB Palliative Medicine Center

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Palliative or comfort care means that no one should have to suffer through an illness or die alone or in pain. Palliative care helps patients and families understand that we can all die on our own terms.

They work closely with amultidisciplinary group of experts that includes hospital chaplains, social workers, nurses, physical and occupational therapists, formallytrained integrative therapy staff, a registered dietitian, pharmacist, respiratory therapist, anesthesiologist,and hospice and administrativepersonnel.

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The Hospital Center palliativecare team helps educate the patient and family about end-of-life issues. The team provides emotional and psychological support, and develops treatment and discharge plans for those who are chronically and terminally ill.