Volu m e I - Purdue University Calumet
Volu m e I - Purdue University Calumet
Volu m e I - Purdue University Calumet
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Recommendations<br />
The following are a few recommendations for both internal and external communication that we suggested<br />
to our client during our December 12 presentation.<br />
<br />
Internal Communications<br />
o Interview Process<br />
• The interview may be the first interaction of an interested individual within a company<br />
or organization. It is the first face they put to the name of the organization, and the<br />
process that accompanies it is the first internal action that this interested individual<br />
sees. Based on our research, there is no official interview process or any standard<br />
process for interested individuals to join the coalition. While it was found that most are<br />
satisfied with the quality of the group that has been assembled, as a part of the<br />
coalition, the vagueness that entails this process does not lend itself to a very credible<br />
practice at the on-set of a member’s experience with the coalition. PSC suggests that<br />
interviewees should give interviews to potential coalition members. These interviews<br />
should include information on why the potential members will be beneficial to the<br />
coalition, and ensure that a member from each hospital is represented. We also<br />
recommended a person from each participating hospital that would nominate their<br />
own representatives, therefore the hospital would feel more comfortable with whom<br />
their representative(s) is. It would be preferable for the CEO or a high-ranking official<br />
in each respective hospital to be given this responsibility, or whoever the contact<br />
person is within each hospital. Establishing a more formal process for entering the<br />
coalition will assist in validating its membership, as well as add more value to attaining<br />
a membership within the coalition. Having the hospitals nominate these individuals will<br />
also allow them to have more of a “buy-in” provision as well.<br />
o Newsletters<br />
• Newsletters provide current and accurate information about a company or an<br />
organization. They contain organizational information that consists of things such as<br />
updates on company happenings and the work environment. The newsletter also can<br />
go a long way in creating a sense of belonging for members of employees. The<br />
Northwest Indiana Patient Safety Coalition currently does not have a newsletter, but<br />
wants information disseminated throughout the affiliated hospitals. In addition,<br />
members are not sure when to include the coalition in the newsletter at their<br />
respective hospital. Public Sphere Communications recommends that the coalition<br />
assign someone on the public relations committee to write an online newsletter. The<br />
person that is assigned to complete the newsletter could decide on what topics and<br />
ideas to include in the newsletter. Information gathered for the quarterly newsletter<br />
could consist of information related to patient safety, current projects, successful<br />
projects, community efforts, along with a member of the quarter for recognition<br />
purposes. The name of this newsletter could have a catchy phrase such as the “Coalition<br />
Connections.” We recommend that a template or design is then chosen to decide how<br />
the newsletter will be laid out. The coalition could customize the newsletter with<br />
pictures of the projects being implemented, or of coalition members working together,<br />
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