SUPPORT Why should they believe us?

2 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

3 “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 4

Support for Clinicians Reward of more time Fewer callback slips Fewer meetings with patient/family members Less case management time 5

6 5. IMAGE What’s our brand?

An effective image: Is appealing and relevant Is original and distinctive Tells the audience, “I’m speaking to you” 7

Talking to You? 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

9 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

10 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 Image Aggressive Pain control Vigorous medical treatment More care Best care you can get for your mother Intercontinental not Motel 6 Effective management strategy in tough economic times Service for physicians 11

12

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 13

OPENINGS How do we break through?

Openings are not about how we get our message out. Openings are about how our audience takes our message in. 15

16 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

17 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 image Openings when your audience will be receptive to your message

18 Example message strategy If 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

19 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

20 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.

21 “…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…”

22 Courtesy of: UAB Center for Palliative Care

23

24 How do you know the answers to the 6 Strategic Questions?

25 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

26 Tools to get you started

27 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 Resources

29 Courtesy of UAB Palliative Medicine Center

30 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 a multidisciplinary group of experts that includes hospital chaplains, social workers, nurses, physical and occupational therapists, formally trained integrative therapy staff, a registered dietitian, pharmacist, respiratory therapist, anesthesiologist, and hospice and administrative personnel.

32 The Hospital Center palliative care 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.