COMMUNICATION MANAGEMENT PLAN

Suffolk Care Collaborative

Office of Population Health

Stony Brook Medicine

HSC, Level 5, Rm 058

Stony Brook, New York 11794-8520

August, 2015
TABLE OF CONTENTS

Communication Management Plan

Suffolk Care Collaborative Project Management Office

Introduction ......................................................................................................................................... 2
Communications Management Approach ........................................................................................ 2
Communications Management Constraints ..................................................................................... 2
Change Control ................................................................................................................................... 3
Stakeholder Communication Requirements..................................................................................... 3
Roles ..................................................................................................................................................... 3
Project Team Directory ...................................................................................................................... 7
Communication Mediums by Use of Technologies ........................................................................ 14
Communications Matrix................................................................................................................... 15
On-Boarding New Partners Process ................................................................................................ 18
Central Service Organization Requests: IT PMO/BMI Requests ................................................ 18
Communication Flowchart............................................................................................................... 20
Communication Escalation Process ................................................................................................ 20
Guidelines for Meetings .................................................................................................................... 21
Standardization of Communication ................................................................................................ 22
Glossary of Communication Terminology ...................................................................................... 23

Page 1 of 35
Introduction
The purpose of the Communications Management Plan is to define requirements for program communication
and information distribution, setting up the communications framework for the Suffolk Care Collaborative
(SCC). This plan identifies and defines the roles of persons involved in this program. It will serve as a guide
for communications throughout the life of the program and will be updated as communication needs change. It
also includes a communications matrix which maps the communication requirements of this project. An in-
depth guide for conducting meetings details both the communications rules and how the meetings will be
conducted, ensuring successful meetings.

The Communications Management Plan defines the following:

 What information will be communicated—to include the level of detail and format
 How the information will be communicated—in meetings, email, telephone, web portal, etc.
 When information will be distributed—the frequency of both formal and informal communications
 Who is responsible for communicating project information
 What resources the project allocates for communication
 How any sensitive or confidential information is communicated and who must authorize this
 How changes in communication or the communication process are managed
 The flow of project communications
 Any constraints, internal or external, which affect project communications
 An escalation process for resolving any communication-based conflicts or issues

A project team directory is included to provide contact information for all stakeholders directly involved in the
project.

Communications Management Approach

The Project Managers will take a proactive role in ensuring effective communications on this portfolio. The
communications requirements are documented in the Communications Matrix presented in this document.

The Communications Matrix will be used as the guide for what information to communicate, who provides the
communication, when the communication is sent and who should receive the communication.

As with most project plans, updates or changes may be required as the project progresses or changes are
approved. Changes or updates may be required due to changes in personnel, scope, budget, or as the project
matures and additional requirements are needed. The Project Management Office (PMO) Director is
responsible for managing all proposed and approved changes to the communications management plan. Once
the change is approved, the project manager will update the plan along with any supporting documentation and
will distribute the updates to the project team and all stakeholders.

Communications Management Constraints

All project communication activities will occur within the project’s approved budget, schedule, and resource
allocations. The project managers are responsible for ensuring that communication activities are performed by
the project team without the use of any resources that would result in exceeding the authorized budget.
Frequency of communication activities will occur in accordance to the details outlined in the Communication
Matrix in order to ensure the project adheres to schedule constraints. Any deviation of these timelines may
result in excessive costs or schedule delays and must be approved by the Executive Director.

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SCC Project Management Office protocols state that where applicable, standardized formats and templates
must be used for all formal project communications. The details of these policy requirements are provided in
the section titled “Standardization of Communication” in this document.

SCC PMO protocols also state that only a Director or higher level employee may authorize the distribution of
confidential information. The project manager is responsible for ensuring that approval is requested and
obtained prior to the distribution of any confidential information.

All project communications must comply with the Health Insurance Portability and Accountability Act
(HIPAA) privacy and security rules and all applicable laws, regulations and policies. Nothing in this
document is intended or should be interpreted to limit free access to the Compliance Officer or the Compliance
Hotline for the reporting of concerns.

Change Control
Changes to the communication process, format or content may be proposed by any recipient or communication
creator. Often a draft version will be used to generate discussion with the appropriate stakeholders prior to
presenting the proposal to the Director of the PMO. The Director of the PMO must receive the requested
change request via email to approve the proposed change for it to be implemented. When approved, the new
content must be disseminated with an explanation of the change with appropriate revision and version
markings included in the updated version.

Stakeholder Communication Requirements

Most projects consist of a broad range of stakeholders, all of whom may have differing interests and influence
on the project. As such, it is important for project teams to determine the communication requirements of these
stakeholders in order to more effectively communicate project information. There are a number of methods for
determining stakeholder communication requirements; however, it is imperative that these requirements are
completely understood in order to effectively manage the stakeholder interests, expectations, and influence to
ensure a successful project.

The project manager will communicate with each project stakeholders in order to understand preferred
frequency and other types/ methods of communication. Standard project communications defined herein will
occur in accordance to the Communication Matrix; however, depending on the identified stakeholder
communication requirements, individual communication is acceptable.

In addition to identifying communication preferences, stakeholder communication requirements must identify

the project’s communication channels and ensure that stakeholders have access to these channels. If project
information is communicated via secure means all stakeholders, internal and external, who have access to this
channel, must have the necessary access to receive project communications.

Roles
Executive Director
The Executive Director is the champion of the program and has authorized the SCC BOD to lead the Office of
Population Health and the portfolio of DSRIP projects. The SCC DSRIP projects received NYS DOH
approval for planning and execution. This person is responsible for the funding of the project and is ultimately
responsible for its success. Since the Executive Director is at the executive level, communications should be
presented in summary format unless the Executive Director requests more detailed communications. The

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Executive Director will also communicate directly to the SCC’s Board of Directors, any pertinent information
regarding the DSRIP program.

Medical Director
The Medical Director is the senior medical administrator of the SCC. The Medical Director is responsible for
the activities related to the delivery of medical care and clinical services. Duties and responsibilities include
but are not limited to overseeing the development of DSRIP related medical protocols, managing strategic
development, supporting physician education, managing physician and community relations.

PMO Director
The Director oversees the projects at the portfolio level and directs most of the resources assigned to the
projects. The Director is responsible for overall program costs and schedule which requires more detailed
communication than what is sent to the Executive Director.

Director Network Development

The Director of Network Development and Performance oversees the (1) Performance reporting; (2)
Workforce; (3) Cultural Competency/Health Literacy; (4) Practitioner engagement; (5) Community
engagement; and (6) PCMH programs.

Director Care Management

The Director of Care Management oversees the DOH organizational workstreams: (1) Care management
program; (2) Clinical Integration; (3) Patient engagement program; and (4) Population Health Management.

Business Manager for DSRIP Operations

The Business Manager for DSRIP Operations oversees the (1) Budget Development and Management; (2)
Financial Sustainability; (3) Funds Flow Management; (4) Finance Operations; (5) Value Based Payment
Transition and (6) Managed Care program.

Project Manager (PM)

The PM has the overall responsibility for the execution of the project. The PM supports writing project plan
content and is responsible for planning, executing and closing of respective milestones on time, on budget and
in scope. The PM also defines and maintains risk registries and risk mitigation strategies for identified risks.
The PM manages day to day resources, provides project guidance and monitors and reports on project metrics
as defined in the Project Management Plan. The PM ensures that deliverables are rolled up to appropriate
approval process before submission to the DOH. As the person responsible for the execution of the project,
the PM is the primary communicator for the project in distributing information according to this
Communications Management Plan. SCC is assuming two groups of projects: (1) DSRIP eleven projects and
(2) organizational workstream projects. The PMs assigned to the DSRIP eleven projects are from PMO, the
PMs assigned to the organizational workstream projects may or may not be from the PMO.

Project Analyst
The Project Analyst responsibilities include but are not limited to the implementation and management of
Performance Logic, coordination of the NYS DOH quarterly reports, support the management of the
communication management plan, and support the overall goals and functions of the PMO.

Project Lead (PL)

The Project Lead has the responsibility to advise the Project stakeholders by providing direction and guidance
with how the project relates to the organizational strategy. The Project Lead reviews the overall final draft of
the project documents and project plan outputs. The Project Lead can be a Subject Matter Expert, or the
Project Manager. The Project Lead along with the Project Manager will determine the type of information that
will flow to the Project Workgroup and Committee. The Project Lead will monitor the project plan and is
responsible for supporting the DOH quarterly report updates for their project.

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Project Workgroup
The Project Workgroup is comprised of all persons who have a role in planning the implementation of the
project. The Project Workgroup consists of the Project Manager, Project Lead, Subject Matter Experts and
health system representatives. The Project Workgroup needs to have a clear understanding of the project
milestones, the work to be completed and the framework in which the project is to be executed. The Project
Workgroup plays a key role in creating the Project Plan including defining its schedule, work packages,
strategy and resource needs. The Project Workgroup requires a detailed level of communication which is
achieved through day to day interactions with the Project Manager, Project Lead, and other team members
along with ongoing team meetings.

Project Committee
The Project Committee is comprised of all persons who have an interest and/or role in implementing the
project. The purposes of the committee are to receive updates on the progress of the project so they are
informed and knowledgeable, act as a project resource in their facility, and provide feedback and advice to the
Project Workgroup. The Project Committee communications with the Project Manager is defined according to
this Communications Management Plan.

Suffolk Care Collaborative (SCC)

The SCC is Suffolk County’s Performing Provider System (PPS), and is responsible for creating and
implementing DSRIP projects. The SCC is a partnership between providers that collaborate in DSRIP Project
Plans. The SCC includes both major public hospitals and safety net providers. Safety net partners can include
an array of providers: hospitals, health homes, skilled nursing facilities, clinics & Federally Qualified Health
Centers (FQHC) behavioral health providers, community based organizations and others.

SCC Board of Directors (BOD)

The BOD is the principal governing committee of the SCC which includes representatives from various
stakeholders from the SCC partnerships. The BOD has a fiduciary responsibility to the SCC and has decision-
making authority with respect to: (1) financial governance, including distribution of DSRIP funds, budget
development, and monitoring of financial impact across the partners, (2) clinical governance, (3) IT/ data
governance, (4) compliance and (5) other administrative functions.

SCC Governance Committees

The Governance Committees are the sub-committees of the SCC Board of Directors. The fundamental goals
of governance are to guide and advise the organization and BOD with timely decision making and to ensure
accountability of performance. These committees will make recommendation for BOD approval. Within
DSRIP, it will be key for the SCC to be able to make decisions about funds flow, the use of data for
accountability, and to have agreements between the partner organizations within this coalition. The nine
Governance Committees consist of (1) Finance; (2) Health Information Technology (IT) and Biomedical
Informatics (BMI); (3) Workforce; (4) Community Needs Assessment (CNA), Outreach, and Cultural
Literacy; (5) Compliance; (6) Audit; (7) Clinical (8) Executive PAC; and (9) PAC.

SCC Project Management Office (PMO)

The functions and purpose of the PMO include: having Staff Project Managers with full-time responsibility for
managing the DSRIP project portfolio to champion consistent project management practices and
methodologies; to help the SCC and Office of Population Health fulfill the mission, strategic goals and
projects; to support the DSRIP project teams as a source for project management leadership and expertise; to
keep the project stakeholders informed through a robust communication strategy; and to deliver required status
reports to stakeholders including the NYS DOH. The PMO provides documentation, guidance and metrics
management throughout the program; provides definitions and maintains standards for project management
within the project; standardizes and introduces economies of repetition in the execution of projects (reduce
duplication across portfolio). The PMO will provide communication of DOH DSRIP updates and change
control procedures. The PMO will also serve as the communication line for Project Leads to Executive
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Director on questions, etc. The PMO supports ongoing bi-weekly meetings for Organizational Work Stream
planning and monitoring.

Information Technology (IT) Project Management Office (PMO)

The role of the IT PMO is to implement and support the Population Management Platform containing the
patient’s longitudinal record, that will be used by care mangers and others, and populate the Patient Portal.
The IT PMO will be accountable for all IT and Population Health IT DSRIP portfolio requirements. The IT
PMO team will also ensure proper conduits to the Regional Health Information Organization (RHIO).

Biomedical Informatics (BMI) Team

The BMI team will support the DSRIP project by providing guidance and direction on what data can be
collected, where is the source of the data and analysing the data that is collected.

SCC Partners
Any individual or entity that signed the SCC partner attestation and/or SCC participation agreement thereby
formally consenting to participate as a partner of the SCC.

Project Advisory Committee (PAC)

The PAC is a state-mandated, internal advisory entity within the SCC that offers recommendations and
feedback on SCC initiatives and is expected to be in place over the duration of the DSRIP program. The PAC
will advise the SCC on all elements of their DSRIP Project Plans and should include representation from each
SCC partner type as well as workers and/or relevant unions.

SCC partners with more than 50 employees are (1) required to have an organizational (managerial) member
participate in the PAC, (2) must develop a process to elect a worker (non-managerial employee) member to
participate in the PAC if not unionized or (3) if unionized, designate a union representative to participate in the
PAC. If any such Coalition Partner operates a hospital, such Coalition Partner may satisfy the foregoing
requirement by giving to each of its unions the option of designating one union representative to participate in
the PAC if the Coalition Partner so chooses.

SCC partners with less than 50 employees have the following options: (1) select an organizational (managerial)
member to participate in the PAC, (2) employees elect a worker (non-managerial employee) member to
participate in the PAC if they so choose or (3) if unionized, the union has the option of designating a union
representative to participate in the PAC if they so choose.

PAC Executive Committee (EPAC)

The PAC Executive Committee is a smaller subset of the PAC Committee to advise and make
recommendations to the board by synthesizing the recommendations of the PAC into a report and furnishing
advice on such other matters as shall be requested by the BOD from time to time. PAC Executive Committee
is comprised of at least 1 representative from each provider type classification on the PAC.

Health Systems PMOs

This group consists of the project management offices of the Catholic Health Services of Long Island (CHSLI)
and North Shore-LIJ (NSLIJ) who are responsible for DSRIP project implementation for all SCC partners
assigned to the designated health system. These PMO offices must follow reporting and communication
defined herein this plan and in the SCC reporting plan.

NYS DOH Medicaid 1115 Waiver Amendment Administrators –

The entity that is ultimately responsible for reviewing the projects, approving project plans and
implementation plans, accepting the final project deliverables and releasing funds.

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DSRIP Support Team (DST) - KPMG
--The role of the DST is to help Performing Provider Systems with technical assistance in developing their
DSRIP Project Plan. In addition, the state has allocated a portion of the DSRIP funding to assist Performing
Provider Systems with their DSRIP Project Plan development in the form of DSRIP Project Design Grants.

Independent Assessor (IA) –Public Consulting Group (PCG)

An independent entity, with expertise in delivery system improvement, whose role is to conduct a transparent
review of all proposed/submitted DSRIP project plans and make project approval recommendations to the state
using CMS-approved criteria. In addition, the independent assessor will also assist with the mid-point
assessment and any other ongoing reviews of the DSRIP project plans.

Compliance Officer
The Compliance Officer administers the SCC’s compliance program, which promotes adherence to legal
and ethical requirements and responsibilities imposed by the DSRIP program. The Compliance Officer
also ensures compliance with the compliance program policies and procedures. The Compliance Officer
has direct access for reporting purposes to the Board of Directors and serves as a resource internally to
SCC personnel and external parties to receive and investigate (or refer for investigation) reports and
concerns about noncompliance or unethical conduct by the SCC or its associated personnel. The
Compliance Officer provides training and education on ethics and compliance, manages the conflict of
interest disclosure process, consults the SCC Compliance Governance Committee (a subcommittee of the
SCC Board of Directors) for guidance on the compliance program operations, and as part of the annual
work plan conducts proactive monitoring and testing audits/reviews of internal processes. In the SCC
context, the Compliance Officer liaises with the compliance officers serving participating provider
members to ensure that their organizations certify their compliance programs annually to the OMIG.

Project Team Directory

The following table presents contact information for all persons identified in this communications management
plan. The email addresses and phone numbers in this table will be used to communicate with these people.

Role Name Title Organization/ Project Name Email Phone

Department

Executive Director Joseph Lamantia COO Stony Brook All Joseph.Lamantia (631) 638-
Medicine/Office of @stonybookmed 1318
Population Health icine.edu

Medical Director Linda Efferen, VP, Medical Stony Brook All Linda.Efferen@s (631) 638-
MD Director Medicine/Office of tonybrookmedici 1397
Population Health ne.edu

Director of PMO Alyssa Correale PMO Stony Brook All Alyssa.Correale (631) 638-
Director Medicine/Office of @stonybrookme 1369
Population Health dicine.edu

Page 7 of 35
Role Name Title Organization/ Project Name Email Phone
Department

Director, Network Kevin Bozza Network Stony Brook Workforce, Kevin.Bozza@st (631) 638-
Development & Development Medicine/Office of Governance, onybrookmedici 1391
Performance & Population Health Performance Reporting, ne.edu
Performance Practitioner Engagement
Director

Senior Manager, Althea Williams Provider & Stony Brook Governance, Althea.Williams (631) 638-
Provider & Community Medicine/Office of Cultural Competency @stonybrookme 1392
Community Engagement Population Health dicine.edu
Engagement Senior
Manager

Business Manager Neil Shah DSRIP Stony Brook All

for DSRIP Operations Medicine/Office of
Operations Business Population Health
Manager

Director for Care Care Stony Brook All

Management Management Medicine/Office of
Senior Population Health
Manager

DSRIP Project Amy Solar- Project Stony Brook 2.d.i, 3.c.i, 3.d.ii Amy.SolarDoher (631) 638-
Manager Doherty Manger Medicine/Office of ty@stonybrookm 1371
Population Health edicine.edu

Ashley Meskill Project Stony Brook 2.b.iv, 2.b.vii, 3.b.i Ashley.Meskill (631) 638-
Manger Medicine/Office of @stonybrookme 1398
Population Health dicine.edu

Laura Siddons Project Stony Brook 3.a.i, 4.a.ii, 4.b.i Laura.siddons@s (631) 638-
Manger Medicine/Office of tonybrookmedici 1349
Population Health ne.edu

Project Analyst Samuel Lin Project Stony Brook All Samuel.lin@ston (631) 638-
Analyst Medicine/Office of ybrookmedicine. 1374
Population Health edu

DSRIP Project Joseph Lamantia COO Stony Brook 2.a.i Joseph.Lamantia (631) 638-
Lead Medicine/Office of @stonybookmed 1318
Population Health icine.edu

Jim Murry CIO Stony Brook Jim.Murry@ston (631) 444-

Medicine ybrookmedicine. 7994
edu

Page 8 of 35
Role Name Title Organization/ Project Name Email Phone
Department

DSRIP Project Steven Feldman, Director, Stony Brook 2.b.iv steven.feldman.1 (631) 638-
Lead MD Dept. of Care Medicine @stonybrookme 4027
Mgmt, dicine.edu
Managed
Care &
Social Work
Services

Robert Executive Nesconset Center for 2.b.vii bobhe@ncnreha (631) 361-

Heppenheimer Director Nursing & Rehab b.com 8800
and Hilaire Rehab &
Nursing

Dianne Zambori Assoc Exec QM Initiatives DZambori@nshs (516) 674-

Dir .edu 7736

Eric Niegelberg Emergency Stony Brook 2.b.ix Eric.Niegelberg (631) 444-

Dept-Admin Medicine @stonybrookme 2496
dicine.edu

Gwen O’Shea President, The Health and 2.d.i GOShea@hwcli. (516) 483-
CEO Welfare Council of com 1110
Long Island

Kristie Golden, Assoc Stony Brook 3.a.i Kristie.Golden@ (631) 444-

PhD Director of Medicine stonybrookmedic 1956
Operations ine.edu

Margaret Duffy Assoc Stony Brook 3.b.i Margaret.Duffy (631) 444-

Director Medicine @stonybrookme 2946
Nursing for dicine.edu
Cardiac
Services

Josh Miller, MD Assistant Stony Brook 3.c.i Joshua.Miller@s (631) 444-

Professor of Medicine tonybrookmedici 0580
Medicine ne.edu

Susmita Pati, Associate Stony Brook 3.d.ii Susmita.Pati@st (631) 444-

MD Professor of Medicine onybrookmedici 2709
Pediatrics; ne.edu
Chief,
Primary Care
Pediatrics

Ellen Miller Associate Stony Brook Ellen.Miller@sto (631) 444-

Director of Medicine nybrookmedicine 1512
Operations .edu

Page 9 of 35
Role Name Title Organization/ Project Name Email Phone
Department

DSRIP Project Kristie Golden, Assoc Stony Brook 4.a.ii Kristie.Golden@ (631) 444-
Lead PhD Director of Medicine stonybrookmedic 1956
Operations ine.edu

Ernie Conforti Associate Stony Brook 4.b.ii Ernest.Conforti (631) 638-

Director of Medicine @stonybrookme 2536
Operations dicine.edu
for Cancer
Services

Organizational Linda Efferen, VP, Medical Stony Brook Population health mgmt., Linda.Efferen@s (631) 638-
Workstream MD Director Medicine/Office of Clinical Integration tonybrookmedici 1397
Project Leads & Population Health ne.edu
Project Managers
Kevin Bozza Director, Stony Brook Workforce, Kevin.Bozza@st (631) 638-
Network Medicine/Office of Governance, onybrookmedici 1391
Development Population Health Performance Reporting, ne.edu
& Practitioner Engagement
Performance

Althea Williams Senior Stony Brook Governance, Althea.Williams (631) 638-

Manager, Medicine/Office of Cultural Competency & @stonybrookme 1392
Provider & Population Health Health Literacy dicine.edu
Community
Engagement

Sarah Putney Biomedical Stony Brook Compliance Sarah.Putney@st (631) 638-

Informatics Medicine/Office of onybrookmedici 1393
Lead for Population Health & ne.edu
Patient Data BMI
Research
Projects &
Regulatory

Cordia Beverley Assistant Stony Brook Cultural Competency & Cordia.Beverley (631) 638-
,MD Dean for Medicine Health Literacy @stonybrookme 2022
Community dicine.edu
Health Policy

Jennifer Director of Stony Brook Governance Jennifer.Jamilko (631) 444-

Jamilkowski Planning & Medicine wski@stonybroo 4500
Marketing kmedicine.edu

Page 10 of 35
Role Name Title Organization/ Project Name Email Phone
Department

Organizational Steven Feldman, Medical Stony Brook Managed Care Steven.Feldman. (631) 444-
Workstream Project MD Center Medicine 1@stonybrookm 7471
Leads & Project Managed edicine.edu
Managers Care

Bernie Cooke Director Of Stony Brook Financial Sustainability Bernard.Cooke (631) 444-
Finance Medicine @stonybrookme 4159
dicine.edu

Ned Micelli IT PMO Stony Brook IT Systems Ned.Micelli@sto (631) 444-

(assigned by Jim Medicine nybrookmedicine 6461
Murry) .edu

IT PMO Jim Murry CIO Stony Brook IT Systems Jim.Murry@ston (631) 444-
Medicine ybrookmedicine. 7994
edu

Belmira Director, IT Stony Brook IT Systems Belmira.Milosev (631) 444-

Milosevich PMO Medicine ich@stonybrook 6442
medicine.edu

Ned Micelli Sr. Program Stony Brook IT Systems Ned.Micelli@sto (631) 444-
Manager, Medicine nybrookmedicine 6461
DSRIP .edu

Christine Director, Stony Brook Security Officer Christine.Girond (631) 444-

Gironda Enterprise Medicine a@stonybrookm 4010
Analytics edicine.edu

Biomedical (BMI) Andrew White, Senior Dept. of Biomedical BMI Andrew.White@

Informatics Team PhD Director for Informatics stonybrookmedic
Informatics ine.edu

Janos Hajagos, Chief of Data Dept. of Biomedical BMI Janos.Hajagos@

PhD Analytics Informatics stonybrookmedic
ine.edu

Jonas Almeida, Chief Dept. of Biomedical BMI Jonas.Almeida@

PhD Technology Informatics stonybrookmedic
Officer ine.edu

Health System Ariel Hayes Program NSLIJ Health System PMO Ahayes@NSHS. (516) 465-
PMO Manager edu 3141

Jessica Wyman Assoc CHSLI Health System PMO Jessica.Wyman (516) 705-
Director of @chsli.org 3949
DSRIP

Page 11 of 35
Role Name Title Organization/ Project Name Email Phone
Department

Health System Joseph Lamantia COO Stony Brook Joseph.Lamantia (631) 638-
Leadership Medicine/Office of @stonybookmed 1318
Population Health icine.edu

Jerry Hirsh, PhD VP, Office of NSLIJ [email protected] (516) 465-

Strategic u 8074
Planning

Terrance SVP Strategy CHSLI terence.o'brien@ (516) 705-

O’Brien and Dusiness chsli.org 3712
development

SCC Board of Kenneth SVP and Stony Brook Kenneth.kaushan (631) 444-
Directors Kaushansky, Dean Medicine sky@stonybrook 2080
MD, Chair medicine.edu

James Bernasko, Director, Stony Brook James.bernasko (631) 444-

MB OBGYN & Medicine @stonybrookme 7650
Reproductive dicine.edu
Medicine,
Fetal
Diagnostics,
Diabetes in
Pregnancy

Gary E. Bie CFO Stony Brook Gary.bie@stony (631)444-

Medicine brookmedicine.e 7581
du

Joseph Lamantia COO Stony Brook Joseph.Lamantia (631) 638-

Medicine/Office of @stonybookmed 1318
Population Health icine.edu

Brenda Farrell VP, Finance Brookhaven Bfarrell@bmhm (631) 654-

CFO c.org 7175

Harold Deputy Chief Stony Brook Harold.fernandez (631) 444-

Fernandez and Director Medicine @stonybrookme 6590
dicine.edu

Kristie Golden, Assoc Stony Brook Kristie.Golden@ (631) 444-

PhD Director of Medicine stonybrookmedic 1956
Operations ine.edu

Page 12 of 35
Role Name Title Organization/ Project Name Email Phone
Department

SCC Board of Carol Gomes COO Stony Brook Carol.gomes@st (631) 444-
Directors Medicine onybrookmedici 9975
ne.edu

Robert Executive Nesconset Center for bobhe@ncnreha (631) 361-

Heppenheimer Director Nursing & Rehab and b.com 8800
Hilaire Rehab &
Nursing

Jerrold Hirsch, VP, Strategic NSLIJ [email protected] (516) 465-

PhD Planning u 8074

Jennifer Director, Stony Brook Jennifer.jamilko (631) 444-

Jamilkowski Planning Medicine wski@stonybroo 4500
kmedicine.edu

Jeffrey A. Kraut SVP, NSLIJ [email protected] (516) 465-

Strategy and 8070
Business
Informatics

Margaret M. Physician-in- Stony Brook Margaret.mcgov (631) 444-

McGovern, MD Chief, Medicine ern@stonybrook 2710
Children’s medicine.edu
Hospital,
Professor and
Chair,
Department
of Pediatrics,
Associate
Dean for
Ambulatory
Operations

Jim Murry CIO Stony Brook Jim.Murry@ston (631) 444-

Medicine ybrookmedicine. 7994
edu

James Sinkoff EVP, CFO HRHCare jsinkoff@hrhcar (844) 474-

e.org 2273

Michael CFO EEHA mfodonnell@pb (63) 548-

O’Donnell mchealth.org 6000

Page 13 of 35
Role Name Title Organization/ Project Name Email Phone
Department

SCC Board of Gwen O’Shea President, Health & Welfare [email protected] (516) 483-
Directors CEO Council of Long om 1110
Island

L. Reuven CEO Stony Brook reuven.pasternak (631) 444-

Pasternak, MD Medicine @stonybrookme 2701
dicine.edu

Michael Stoltz CEO Association for mstoltz@mhaw. (631) 471-

Mental Health & org 7242
Wellness

Sr. Mary J. President, Dominican Sisters mzagajeski@dsf (941) 914-

Zagajeski CEO Family Health hs.org 1710 ext.
Services, Inc 1101

SCC Data Security Stephanie Musso- Chief Stony Brook Stephanie.Musso

(IT) Officer Mantione Information Medicine @stonybrookme
Privacy & dicine.edu
Security
Officer

Compliance Hotline (631) 638-

1009

Communication Gina Bruce Writer/Publication

Vendor

Legal David Manko Rivkin Radler Attorney David.Manko@r (516) 357-

ivkin.com 3000

Legal George Choriatis Rivkin Radler Attorney george.choriatis (516) 357-

@rivkin.com 3000

Project Committee See “Directory” Folder on the Partner Portal Sharepoint site

Project Workgroup See ‘Directory” Folder on the Partner Portal Sharepoint site

Communication Mediums by Use of Technologies

In order to be effective, project information must be communicated to everyone involved by some method
using available technology. Determining communication methods and what technologies are available will be
part of determining ongoing stakeholder communication requirements.

The project manager will determine, in accordance with this communication management plan, the
communication methods and technologies to be used based on several factors which include: stakeholder
communication requirements; available technologies (internal and external, Webex, Conference calls); web

Page 14 of 35
based/cloud mediums such as SCC webpage, Dropbox, Sharepoint, Box, Youtube, Social media, and a
standard baseline set of communication requirement by project.

Performance Logic (PL) is a sophisticated project management tool utilized by the SCC PMO to manage
DSRIP projects. PL will be used to monitor progress, share information and communicate project status
updates to project leads and Suffolk county providers. Project leads can more effectively communicate real-
time information to Suffolk county providers by using PL tools such as web forms, project templates and status
dashboards.

The PMO also maintains a SharePoint platform which will be used to provide updates, archive various reports,
and conduct project communications. Two SharePoint directories will be maintained, one for internal PMO
use – “Population Health folder” and the other for external partner use – “Suffolk Care Collaborative Partner
Portal”. This platform enables senior management, as well as stakeholders with compatible technology, to
access project data and communications at any point in time. SharePoint also provides the ability for
stakeholders and project team members to collaborate on project work and communication.

Constant Contact will be utilized by the PMO to create, distribute and manage “DSRIP in Action” email
updates, “Synergy” newsletters, and event promotion, announcements and registration.

All project communication and documentation will be archived on the internal SCC shared drive which resides
in the PMO program directory. PMO naming conventions for files and folder will be applied to all archived
work.

Communications Matrix
The following table identifies the requirements of various types of communication defined to date:

Communication Objective of Medium Frequency Participants Owner Deliverable

Type Communication

Kickoff Introduce the project - Face to Face Once - Executive Director - Project - Agenda
Meeting team and the project. - Project Team Manager
Review project - Project Leads
objectives and
management
approach.

Page 15 of 35
Communication Objective of Medium Frequency Participants Owner Deliverable
Type Communication

Project Develop high level - Face to Face Variable by - Project Team - Project - Agenda
Workgroup project plans and - Conference DSRIP Manager - Project Schedule
Meetings protocols. Call Project - Project Updates
-Webex must - Project Leads
engage
between 12-
30 days

Project Review status of the - Face to Face Variable by -Project Committee - Project - Agenda
Committee project - Conference DSRIP Manager - Project Schedule
Meetings Call Project - Project Updates
-Webex must - Project Leads
engage
between 40-
50 days

Weekly PMO Discuss and develop - Face to Face Weekly or - SCC PMO Team - PMO Director - Agenda
Meetings technical design As Needed - Project Updates
solutions for the - Project Decisions
project.

Weekly PMO Project Status -Email Weekly -SCC PMO Team -PMs -Project Updates
Status Report reports for the COO - Executive Director

Weekly Project Project status -Face to Face Weekly PMO Director -PMs -Agenda
Manager and updates and work
Director plans
meetings

SCC Directors Program -Face to Face Weekly Directors -PMO Director -Agenda
Meeting management and
monitoring

Health System Overall project - Face to Face Weekly -NSLIJ PMO - PMO - Agenda
PMO status report, - Conference -CHS PMO - Project Updates
Coordination coordination of Call -SCC PMO
Meetings responsibilities and -Webex
discussion

Page 16 of 35
Communication Objective of Medium Frequency Participants Owner Deliverable
Type Communication

DSRIP Admin Project status report, - Face to Face Bi-Weekly - Executive Director - PMO - Agenda
Taskforce discussion and - Conference -Project Leads - Project Updates
Meetings education Call -SCC PMO
-Webex -NSLIJ PMO
-CHS PMO

General PAC Report on the status - Face to Face Quarterly -SCC Partners - Executive - Project Updates
Meetings of the project to Director - Project Schedule
management.

IT PMO Identify project - Face to Face Weekly -SCC PMO Team - PMO
/PMO/BMI elements/deliverable - Conference -IT PMO Team
Meetings s and coordinate call -BMI Team
efforts between the
departments

PMO Identify shared - Face to Face Monthly -SCC PMO Team - Executive
Departmental project elements and Director
Meetings coordinate efforts
within the PMO

MCOs Evaluate utilization - Face to Face Monthly -MCO - MCO Lead -Agenda
Meetings trends and - Conference -VBP Team -Meeting materials
performance issues Call - Executive Director -Process of reporting
and ensure payment -Webex meeting
reforms are outcomes/recommendations
instituted. to stakeholders and SCC
leadership

Synergy Inform and engage -Constant Monthly -SCC Partners - PMO Director -Newsletter
eNewsletter partners with project Contact
news

DSRIP in Inform and engage -Constant Bi-Weekly -SCC partners - PMO Director -Email updates
Action partners with project Contact
news

Website Inform and engage -Website Updated as -Community - PMO -Webpage

community and needed -SCC Partners
partners with project
news. Two-way
communication with
partners

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Communication Objective of Medium Frequency Participants Owner Deliverable
Type Communication

YouTube Inform, educate and -Youtube Updated as -Community - PMO Videos

Channel engage community needed -SCC Partners
and partners with
project information
videos

Q&A with the Engaging partners Webinars ongoing -SCC Partners - PMO -Webinars
SCC by developing -Input to Website FAQ
dialogue and
promoting education

Project Status Report the status of - Email Monthly Project Committee - Project - Project Status Report
Reports the project including Manager - Project Schedule
activities, progress,
costs and issues.

Webinar Series DSRIP education for -Webinar Bi-annually -Community -Project -Recorded Webinar
partners and -Youtube -SCC Partners Manager
community

Social Media Engage partners and -Facebook As needed -Community - PM

community -Twitter -SCC Partners

All-PPS Education and -Face to Face Monthly -6 total members -NYS DOH
Meeting network opportunity from SCC permitted,
led by NYS DOH to be selected by
for the 25 PPS SCC COO based on
the DOH Agenda

Annual All- Learning -Face to Face Annually Participants to be -NYS DOH

PPS Learning Collaborative selected by SCC
Collaborative COO based on the
DOH Agenda

On-Boarding New Partners Process

A signed attestation by the entity to formally consent to participate as a coalition partner of the SCC is the
initial step to join the collaborative. SCC will then further engage with the entity to formalize their
relationship through a participation agreement. Attestation forms can be found on the “Become a Partner”
page on the Suffokcare.org website.

Central Service Organization Requests: IT PMO/BMI Requests

Requests for IT/BMI from the PMO can be discussed at the IT PMO/PMO weekly meeting for further
prioritization and discussion.

Information Technology Request

Requests for the IT team can be initiated through the SCC PMO office. Any requests for the IT team must be
submitted through the hospital’s intranet link:http://inside.hospital.stonybrook.edu/Intranet/. On the intranet
Page 18 of 35
page, under the “my requests” section on the right side, there is a link to submit IT tickets and requests.
Further pertinent links for IT requests are provided on the Population Health Sharepoint site.

Biomedical Informatics (BMI) Request

Requests for the BMI team can be initiated through the SCC PMO office. Any requests for the BMI team
must first be presented to the COO for approval. After approval, the requestor must submit a ticket through
the “OneProject” website: https://cursus.bmi.stonybrookmedicine.edu/. Description of request, any pertinent
attachments and due date is essential to include for the response to be accurate and delivered on time. Further
instructions are provided on the Population Health Sharepoint site.

Page 19 of 35
Communication Flowchart
The below communication flowchart was created as a visual aid in project communication. This flowchart
provides a framework for the project to follow. However, there may be occasions or situations that fall outside
of the communication flowchart where additional clarification will be necessary. In such situations, the Project
Manager is responsible for discussing the communication with the PMO Director to determine how to proceed.

Refer to
Regular Project
YES Communication
Communication?
Matrix

NO

Is
Is Does Distribute
Communication
Communication YES Communication YES YES Communication
Dissemination
Confidential? Contain PHI? Accordingly
Pre-approved?

NO

Meet with Director/

NO Compliance Officer
to Make
Determination

NO
Does PMO Distribute
Director YES Communication
Approve? Accordingly

NO

Meet with PMO

Meet with Director/
Director on Nature of
Higher to Make
Communication &
Determination
Clarification

Communication Escalation Process

Efficient and timely communication is the key to successful project completion. As such, it is imperative that
any conflicts or discrepancies regarding project communications are resolved in a way that is conducive to
maintaining the project schedule and ensuring the correct communications are distributed. In order to ensure
projects stay on schedule and issues are resolved, SCC will use a standard escalation model to provide a
framework for escalating communication issues. The table below defines the priority levels, decision
authorities, and timeframes for resolution.

Page 20 of 35
Priority Definition Decision Timeframe for Resolution
Authority

Priority i) Major impact to project or business operations. If i) Executive i) Within one business day
1 not resolved quickly there will be a significant Director
adverse impact to project.

Priority i) Medium impact to project or business operations i) Director, PMO i) Within two business days
2 which may result in some adverse impact to
revenue and/or schedule.

Priority i) Slight impact which may cause some minor i) Project i) Within three business days
3 scheduling difficulties with the project but no Manager
impact to business operations or revenue.

Priority Insignificant impact to project but there may be a Project Manager Work continues and any
4 better solution. recommendations are submitted via the
project change control process

* NOTE: Any communication including sensitive and/or confidential information will require escalation to
Director level or higher for approval prior to external distribution.
* NOTE: Any DSRIP Compliance concerns must be communicated directly to the SCC Compliance Officer as
per compliance #9 in the Policy and Procedure Manual found on the Partner Portal Sharepoint site.

Guidelines for Meetings

Meeting Agenda
Meeting agenda will be distributed at least 1 business day in advance of each meeting. The agenda should
identify the presenter for each topic with assigned time allotment. Agendas must utilize the PMO template or
the Performance Logic template.

Meeting Minutes (for all applicable meetings)

Meeting minutes will include the status of all items from the agenda along with new action items and any
Parking Lot list. Meeting minutes are required for all governance committee and board of directors meetings.
Minutes must utilize the PMO template or the Performance Logic template.

Action Items
Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action
item along with the owner of the action item. Meetings will start with a review of the status of all action items
from previous meetings and end with a review of all new action items resulting from the meeting. The review
of the new action items will include identifying the owner for each action item.

Meeting Chair Person

The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and distributing
the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all
presenters adhere to their allocated time frames.

Note Taker
The Note Taker is responsible for documenting the status of all meeting items, maintaining a Parking Lot item
Page 21 of 35
list and taking notes of anything else of importance during the meeting. The Note Taker will use the notes to
create the Meeting Minutes and give to the Chair Person within 5 business days after the meeting.

Time Keeper
The Time Keeper is responsible for helping the facilitator adhere to the time limits set in the meeting agenda.
The Time Keeper will let the presenter know when they are approaching the end of their allocated time.
Typically a quick hand signal to the presenter indicating how many minutes remain for the topic is sufficient.

Issue Log
An issue log is kept in Performance Logic. To access and input any issues in Performance Logic, the user
must log in and select the “Issues” tab. Then click the “Add Issue” button on the bottom of the screen and
enter an issue. When completed, the issue can be emailed to an individual, printed and archived to address at a
later time.

Parking Lot
The Parking Lot is a tool used by the facilitator to record and defer items which aren’t on the meeting agenda;
however, merit further discussion at a later time or through another forum.
A parking lot record should identify an owner for the item as that person will be responsible for ensuring
follow-up. The Parking Lot list is to be included in the meeting minutes.

Webex Rules
Begin with roll call/attendance and in consideration for everyone on the call, mute line if environment is noisy.

Standardization of Communication
The PMO developed standard templates or formats for the various communication tools used throughout all
the projects. Standard templates and formats for meeting agenda, minutes and PowerPoints are housed and
kept on the Population Health Sharepoint site. By using standardization, the PMO can help ensure that its
project teams and stakeholders have a thorough understanding of what is expected and achieve consistent and
effective communication.

The PMO will utilize standard organizational formats and templates for all formal project communications.
Informal project communications should be professional and effective but there is no standard template or
format that must be used. Examples of formal or informal written and verbal project communications are
explained in the table below.

Method Examples When Used

Informal Written Emails messages, memorandums Used frequently on the project to
communicate and convey
information
Formal Written Contracts, legal notices, project documents (e.g. Used infrequently, but essential
application and deliverables to NYS DOH), for prominent documents that go
important project communications, the project into the project record. The
plan project plan is a formal written
document.
Informal Verbal Meetings, discussions, phone calls, Used to communicate information
conversations quickly and efficiently
Formal Verbal Speeches, mass communications, presentations Used for public relations, special
events, organizational-wide
announcements.

Page 22 of 35
Glossary of Communication Terminology
Term Definition

Communication The effective sending and receiving of information. Ideally, the information received should match
the information sent. It is the responsibility of the sender to ensure this takes place.

Stakeholder Individuals or groups involved in the project or whose interests may be affected by the project’s
execution or outcome.

Communications Portion of the overall Project Management Plan which details how project communications will be
Management Plan conducted, who will participate in communications, frequency of communications, and methods of
communications.

Escalation The process which details how conflicts and issues will be passed up the management chain for
resolution as well as the timeframe to achieve resolution.

Page 23 of 35
 Flow Of Communication
DSRIP 11 Projects
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

Ongoing weekly
meetings

organizational workstream
Communication with
2.a.i 2.b.iv 2.b.vii 2.b.ix 2.d.i 3.a.i 3.b.i 3.c.i 3.d.ii 4.a.ii 4.b.ii
Project Project Project Project Project Project Project Project Project Project Project
Lead/mgr Lead/mgr Lead/mgr Lead/mgr Lead/mgr Lead/mgr Lead/mgr Lead/mgr Lead/mgr Lead/mgr Lead/mgr

Meet Every
12-30 days
Project Project Project Project Project Project Project Project Project Project Project
Workgroups Workgroups Workgroups Workgroups Workgroups Workgroups Workgroups Workgroups Workgroups Workgroups Workgroups

Meet Every
40-50 days
Project Project Project Project Project Project Project Project Project Project Project
Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee

Project communications through Performance Logic

Engage Contracted Partners for Project Implementation

Page 24 of 35
 Flow Of Communication
Organizational Workstream Projects
SCC HEALTH SYSTEM
PAC/Executive PAC  Synergy Newsletter PMO
 Quarterly PAC Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website
SCC Weekly Meetings

SCC Board of DIrectors

SCC Office of Population Health

Governance
Committee
CNA, Cultural
Competency & Workforce Finance IT & BMI Clinical Audit Compliance
Health Literacy
Communication with DSRIP 11 Projects

Workstream Leads
Financial

Organizational
Cultural  Pop Health
Sustainability
Community Competency Performance Practitioner Mgmt
*Governance Workforce Budget MCO/VBP IT Systems Compliance
Engagement & Health Reporting Engagement  Clinical
Funds Flow
Literacy Integration
Audit

Workgroups
Cultural Pop Health
Workforce Financial IT Task Performance Practitioner PCMH Compliance
Competency & VBP Mgmt
Project Sustainability Force/IT Eval & Mgmt Engagement Certification Officer/
Health Literacy Workgroup Operating
Workgroup Workgroup PMO Workgroup Workgroup Workgroup Workgroup
Workgroup Workgroup

* Governance Organizational Workstream Milestones are approved by the Board of Directors Directly

Page 25 of 35
 Flow Of Communication
Project 2.a.i: Integrated Delivery System
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

2.a.i 2.a.i
Project Manager Project Lead
(PMO Director) (OPH COO)

2.a.i 2.a.i
2.a.i
PCMH Certification Managed Care/VBP
IT Task Force Workgroup
Workgroup Workgroup

2.a.i
Project Committee

Page 26 of 35
 Flow Of Communication
Project 2.b.iv,2.b.ix: Transition of Care and Observation
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

2.b.iv 2.b.ix
2.b.iv 2.b.ix
Project Project
Project Lead Project Lead
Manager Manager

Hospital Partner Project OBS/TOC

Workgroup

2.b.iv OBS 2.b.iv TOC

Project Committee Project Committee

Page 27 of 35
 Flow Of Communication
Project 2.b.vii: Implementing the INTERACT Project
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

 Contract
Communications

2.b.vii
2.b.vii
Project
Project Lead
Manager
 Project
Commun ication s

2.b.vii
Project Workgroup:
Includes Directors of
Nursing

2.b.vii 2.b.vii
Contracted Partners Project Committee

 Engagement

Patients

Page 28 of 35
 Flow Of Communication
Project 2.d.i: Implementing Patient Activation Activities
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

 Contract
Communications

2.d.i
2.d.i 2.d.i
Project
Vendor: Insignia Project Lead
Manager
 Project
Commun ication s

 Training
 Education

2.d.i
Project Workgroup

2.d.i
2.d.i
Contracted CBOs: Including Pilot
Project Committee
Partners

 Engagement

Patients

Page 29 of 35
 Flow Of Communication
Project 3.a.i: Integration of Primary Care and Behavioral
Health Services SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

 Contract SCC Office of Population Health

Communications

3.a.i
3.a.i
Project
Project Lead
 Project
Manager
Communications

3.a.i 3.a.i
Behavioral Health Primary Care
Project Workgroup Project Workgroup

3.a.i 3.a.i
SCC Contracted Partners Project Committee

 Engagement

Patients

Page 30 of 35
 Flow Of Communication
Project 3.b.i: Cardiovascular
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

 Contract
Communications

3.b.i
3.b.i
Project
Project Lead
 Project Manager
Communications

3.b.i
Project Workgroup

3.b.i
Contracted Partners 3.b.i
Project Committee

 Engagement

Patients

Page 31 of 35
 Flow Of Communication
Project 3.c.i: Diabetes
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

 Contract  Contract
Communications Communications

3.c.i
3.c.i
Project
Project Lead
Manager

 Project
Communications
3.c.i
Vendor:
Stanford
Model

3.c.i 3.c.i
Self-Management A1C
Project Workgroup Workgroup

3.c.i
SCC Contracted Partners 3.c.i
Project Committee

 Engagement

Patients

Page 32 of 35
 Flow Of Communication
Project 3.d.ii: Asthma
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

 Contract  Con tract
Communications Commun ication s

3.d.ii 3.d.ii
3.d.ii
Vendor: for Project
Project Lead
CHW Manager
 Project
Communications

3.d.ii
Project Workgroup

3.d.ii
3.d.ii Project Committee
SCC Contracted Partners

 Engagement

Patients

Page 33 of 35
 Flow Of Communication
Project 4.a.ii: Substance Abuse and Mental Emotional
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
SCC Weekly Meetings
 Quarterly PAC Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

 Con tract
Commun ication s

 Contract
Communications

4.a.ii 4.a.ii
4.a.ii
Vendor/Service Project
Project Lead
agreements Manager
 Project
Communications

SCC 4.a.ii
4.a.ii
Tobacco Alcohol
SBIRT
Cessation Prevention
Workgroup
Workgroup Workgroup

4.a.ii 4.a.ii
SCC Contracted Partners Project Committee

 Engagement

Patients

Page 34 of 35
 Flow Of Communication
Project 4.b.ii: Chronic Disease
SCC HEALTH SYSTEM
PAC/Executive PAC
PMO
 Synergy Newsletter
 Quarterly PAC Meetings SCC Weekly Meetings
 DSRIP in Action Emails
 Educational Seminars
 Website

SCC Office of Population Health

 Contract
Communications

4.b.ii
4.b.ii
Project
 Project Project Lead
Communications Manager

4.b.ii 4.b.ii 4.b.ii

SCC 4.b.ii
Colorectal Breast Lung
Tobacco Obesity
Cancer Cancer Cancer
Cessation Prevention
Prevention Prevention Prevention
Workgroup Workgroup
Workgroup Workgroup Workgroup

4.a.ii
Project Committee

4.a.ii
SCC Contracted Partners

 Engagement

Patients

Page 35 of 35