A leadership change at this non-profit social services agency and the creation of a new, externally-focused position required a comprehensive packet of timely, strategic communications to inform internal and external audiences and stakeholders, allaying concerns and assuring continued focus on services and mission.

 

The onset of the coronavirus pandemic immediately impacted St. Mary’s, requiring the leadership to be nimble and to reposition the organization strategically to meet the extreme demands and strains of the situation. It was also critical to keep major funders informed of the Center’s programs and their residents, as detailed in this email.

 

Over eight years as director of Internal Communications at BCBSMA, I developed an undervalued, ineffective unit, into a critical, vibrant, and respected entity that contributed to the fulfillment of corporate goals. Employee satisfaction with communications rose from 47% to 91% during my tenure as we delivered timely, useful and award-winning news and information to approximately 4,000 employees at multiple locations across the state.

Concerned about the potential impact of explosive growth on the culture of its organization, CCA asked me to develop a strategy for defining and establishing workplace values (see the Branding and Strategy section of my portfolio).  The final step in the plan was a letter to all leaders from the CEO, urging them to embrace, enact, and encourage adoption of the values through their behavior, and use of a Leader Toolkit.

As an independent contractor at the EMK Institute, I played a vital role in the planning and execution of two televised debates involving candidates for the United States Senate. I also conducted research and developed communications, such as this letter from the CEO to a “distinguished historian.”