Heather Prime, Abc Email & Phone Number

Vancouver, BC, CA

Vancouver, British Columbia, Canada

Lead a team of communicators and problem solvers focused on helping Vancity create a clean and fair world. Responsible for developing strategic internal brand and senior leadership communication plans, and for leading the execution of internal and external deliverables to engage employees and advance Vancity's business goals.

Vancouver

Provided strategic communications support for B.C.'s largest tertiary and quaternary hospital, VGH, as well as UBC Hospital and the GF Strong Rehabilitation Centre. Provided counsel, delivered solutions and generally supported VCH Vancouver Acute's operations and clinical leaders with major capital projects, managing risks and enhancing organizational.

Responsible for WorkSafeBC's corporate employee communications program, covering more than 3,000 employees across 15 locations, I also supported divisions on key projects. My days were varied and full developing and implementing communication plans on a wide range of business and employee engagement issues; advising and coaching senior managers leading.

For more than a decade I was a contributing writer to "WorkSafe Magazine", which is published six times a year by WorkSafeBC to inform workers and employers of occupational health and safety issues.

• Responsible for BCAA's employee communications program, then covering 1,200 employees at 30 locations across B.C., I developed and executed plans for a wide range of business issues, including transformation.
• Employee engagement. BCAA's engagement score rose 21 percentage points between 2001 and 2010, resulting in the organization being named one of Canada's "50 Best Employers" for four straight years (2007-2010). Employee.
• Change management. In the fall of 2009, BCAA closed all its travel storefront operations. As a result, 15% of BCAA’s employees lost their jobs. To help the remaining employees move forward, a program of face-to-face.

• Hired on a contract basis to cover a maternity leave, I managed the internal and external communication programs for this forest products company. At the time, Weldwood employed more than 3,400 people at eight.
• Employee engagement. During a softwood lumber dispute, 83% of employees said the President's Tour delivered on its promise for open discussion with the CEO. Eighty-one percent said it kept them up-to-date on the trade.
• Employee alignment. Eighty-six percent of employees said the "Employee Annual Review" succeeded at explaining Weldwood’s 2000 performance, while 73% said the employee newsletter "Dialog" succeeded at explaining.
• Efficiency and customer experience. Spearheaded a review of Weldwood's corporate website and two operating division sites to identify opportunities and solutions for a consistent brand image and intuitive navigation.

As an independent contractor I conducted an internal communications audit for the purposes of developing the framework for MEC's first employee communications program. At the time, this retail co-operative employed 900-plus employees working at seven locations in B.C., Alberta and Ontario. This project earned a national IABC Silver Leaf award.

• As Manager, Communication Services, I led a team of eight full-time and two contract staff, and I oversaw the development and implementation of internal and external communication solutions in the form of publications.
• Customer growth and satisfaction. Increased the number of subscribers to "Prevention at Work", a bi-monthly workplace safety publication, from 13,600 in 1998 to more than 15,500 in 1999. Achieved a 95% subscriber.
• Employee relations. Forged relations with key employees and influencers, resulting in more employee engagement with the internal newsletter.
• Efficiency. Seventy-five percent of employees used the WCB’s intranet every day within the first year of launch.

With the exception of my eight-month hiatus as Acting Manager, Public Affairs (Prevention), my experience in this role allowed me to hone my editing, writing and project/publication managing skills. Projects varied widely and included newsletters, brochures, annual reports and advertising.

I volunteered to cover this maternity leave opportunity to expand my skill set. Responsible for planning and executing the Prevention Division's media relations program, I secured "significant exposure in the media" for the division's reports, as then-vice president Ralph McGinn noted. I also coached staff for media interviews, conducted interviews and.

During this "freelance" phase of my career I worked part-time as a text editor for "CGA Magazine", Canada's national magazine for certified general accountants. According to Lesley Wood, editor of the magazine: "Heather offered that wonderful combination of professional knowledge and great personality fit that managers look for, but don’t always find. And.

Copy edited course materials and directed preparation of camera-ready copy. Other duties included instructing authors,obtaining copyright permission and costing production.