FINAL Guide_Internal_Communications_v2 FINAL 1-2019

Internal
Communications Guide

Your road map for team member communication

Welcome to the Internal
Communications Guide!

This guide is designed to help leaders create team on high-impact communications, plus
meaningful communications that inform, engage, use the tools and tips to develop and distribute
and inspire team members. Use it as a road map communications of your own, when appropriate.
to engage with the Internal Communications

What to Expect from How to Use this Guide
this Guide
This guide is an interactive PDF with clickable links
This guide is broken down into three sections – or you can use to navigate to different sections of the
“destinations” – with each helping you navigate a guide and to resources located on My Community,
different aspect of team member communications. the Change Healthcare intranet.
For questions about this guide or any other
• Destination 1 provides an overview of the team member communications, please
Internal Communications team and the various contact the Internal Communications team at
tools and channels we manage. [email protected].

• Destination 2 outlines the services Internal
Communications provides and what you can
expect when you partner with us.

• Destination 3 is a self-service toolkit giving you
the best practices and resources you need to
create your own communications (outside the
scope of the Internal Communications team).

Destination
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Destination 1

Internal Communications:
An Overview

What we do Our role is to:
The Internal Communications team provides context, • Inform: Translate, clarify, and disseminate
clarity, and confidence to individuals, leaders, and • Engage: Understand our stakeholders and their
team members by helping to inform, engage, and changing needs
inspire them to successfully deliver business results. • Inspire: Provide context and “reasons to believe”
for leaders, team members, and individuals

Internal Communications: An Overview 4

Internal Communications – How We Do It

Function Areas of Focus Lead

Internal & Enterprise • Internal communications & enterprise strategy, including: Leila Bryner
Communications -- CEO/executive/corporate communications
Strategy -- Messaging platform & “growth story”
-- Alignment with public relations and investor relations
Functional
Communications • Functional/ELT communication & engagement strategies Robyn Nentwig
Business Unit and programs Sam Stokes
Communications Kevin Downey (R&D/IT)
• Customers = Strategy, Legal, Finance, IT/R&D, HR,
Engagement Marketing, Integration

Internal Digital Media • Business Unit/ELT communication & engagement Karen Tupper (S&A, NS, Sales &
Project Management strategies & programs Operations)
Contract Support Ebony Lincoln (TES)
• Customers = Network Solutions (NS), Technology Enabled
Services (TES), Software & Analytics (S&A), Sales &
Operations

• Leader & team member communications engagement, Kirstie Price
training, support, and enablement

• Leadership communications capability-building

• Enterprise digital, media, and streaming capabilities Katie Shao
(e.g., Chatter/AN2N, portal, Glassdoor, Kollective, etc.)

• Communications measurement & dashboard

• Project management & process improvement Jenn Nethery

• Crisis/special projects Katie Rexrode
• Copywriting/editing and surge support Rebecca Green

Internal Communications: An Overview 5

The Role of Internal Communications Is to:

• Build an infrastructure that enables employees • Foster a climate where employees speak freely,
to share information and provide feedback, both raise problems and concerns, bring forward
vertically and laterally. ideas, and support each other.

• Design and orchestrate strategic dialogue events • Support the development of communication
and trajectories. acumen by providing learning opportunities,
tools, and best practices that support a
transparent and engaging work environment.

Communications Can:

Inform Engage Inspire

Translate, Understand our Be proactive
clarify, and stakeholders and provide
disseminate context

Internal Communications: An Overview 6

Communication Priorities

1 Align Our Communication 3 Develop a Multifaceted
Communication
• Strategy, messaging, resource Framework
guides, and tools
• Deliver the right message at the
right time using the right channel

2 Mobilize, Train & Empower 4 Highlight Stories from
Leaders Across the Organization

• Inform • Equip • Share stories and examples of
• Educate • Empower our growth

5 Fix the Foundation

• Address communication
challenges

• Enhance communication plans

• Introduce new vehicles to support
engagement

Our Message:

Innovative, Purpose-Driven, Agile

Internal Communications: An Overview 7

Who We Are

Leila Bryner

Head of Internal
Communicationss

Karen Tupper Ebony Lincoln Kevin Downey Robyn Nentwig

Business Unit Business Unit Functional Functional
Communications Communications Communications Communications

Katie Rexrode Kirstie Price Jenn Nethery Rebecca Green Sam Stokes Katie Shao

Contractor Communications & Project Contractor Communications Digital Guru
Engagement Management

Internal Communications: An Overview 8

Internal vs. External Communications:
Whom to Contact

Department When to Contact Audience Contact

Internal Any enterprise-wide, high impact or CHC Team Members, ELT, SLT, See chart on page 4
Communications sensitive communication People Leaders Kerry Kelly
External Any communication involving any local Local or national media
Communications/PR or national media
Customer Any mass communication to CHC CHC customers Ian Ellis
Communications customers Buy/sell side analysts Kevin Brooks

Investor Relations Any questions related to investors Evan Smith

Internal Communications At-a-Glance

Audience Weekly/as Monthly Quarterly
Needed
Executive Executive QBRs,
Leadership Team Alignment comms view Board updates,
around @ ELT meetings
Senior town halls
Leadership Team plans/risks SLT touch points
People Leaders (calls, emails, QBRs,
Advance comms, Chatter, AIM, comms cadence,
engagement, ad hoc) special projects
weekly
comms review People leader Leadership
updates development &
Advance notice
engagement
All Team Members Information CEO monthly
Xchange, message All team member
Chatter town halls,
local events

Internal Communications: An Overview 9

Internal Communication Channels and
Team Member Touch Points

Below is an overview of communication touch Check out the Internal Communications
points for Change Healthcare’s primary internal page on My Community (Change Healthcare
audiences. Leaders cascade information regularly intranet) for an archive of our news.
to their teams using these vehicles. If you have any
questions, please contact Internal Communications
for guidance and support.

Channel Overview Audience Frequency

Senior Leadership Team/Business Partner Communications

Senior Leadership Team • Email newsletter or WebEx with preview of Executive Monthly; as needed
(SLT/L1) and Business high-impact, sensitive, or timely matters prior Leadership Quarterly
Partner (BP) Monthly to broader distribution Team (ELT/
Touchpoint L1)/SLT/BP
ELT/SLT/BP
SLT Quarterly Financial • WebEx with overview of quarterly financials
Update and operational highlights

SLT/BP Weekly • Email newsletter with overview of high-impact, ELT/SLT/BP Weekly; as needed
Communications Review action items to facilitate leadership support
and engagement

People Leader Communications

People Leader Touchpoint • Email newsletter with preview of high-impact, All People Every month; as
sensitive, or timely matters Leaders needed
All People Monthly; as needed
People Leader WebEx • Monthly WebEx with with high-impact, action Leaders
items to facilitate leadership support and
engagement

Team Member Communications

Quarterly all hands • 60-minute in-person town hall coinciding with All Team Quarterly
town halls quarterly earnings Members

• Highlight CHC’s strategic imperatives,
functional/BU teams, new initiatives, and
recognize teams/high performers

CEO Monthly Memo • Email highlighting CHC’s strategic imperatives, All Team Distributed in
Weekly Information functional/BU teams and updates, and team Members months without a
Xchange Digest member recognition All Team town hall
Members Weekly and as
• Email newsletter with employee news needed

Internal Communications: An Overview 10

Team Member Communications

My Community • Employee intranet featuring news and other All Team As needed
information for team members Members As needed
All Team
Chatter • Internal social media collaboration tool Members As needed
• Chatter Quick Start Guide • Anonymous Notes 2 Neil is designed for As appropriate
• Chatter Best Practices All Team
team members to post anonymous notes to Members As appropriate
leadership, which are then addressed publicly Team
on Chatter members

Emails and special ad hoc • Share immediate, urgent news via email, Team
communications WebEx, conference calls, etc. Members

ELT/SLT Site Visits, Team • Recognize team and personal
Meetings and Round accomplishments
Table Events
• Share details that directly affect the team
• Solicit team feedback on initiatives, projects,

strategy

Employee Surveys • Solicit feedback on initiatives, projects,
• Survey Template strategy, communications

Information Xchange Weekly
Team Member Digest

Check out the new Information Xchange, our weekly
team member digest. Using Microsoft Sway, we can share
content and gain valuable insights into what you, our
audience, likes (and doesn’t).

Information
Xchange

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Destination 2

Internal Communications:
Our Services

When Are Communications Managed by the
Internal Communications Team?

Communications are managed by the Internal Trying to Find
Communications team when they have a high impact Your Way?
to the organization, are distributed company-wide
(or across a broad segment of the organization, e.g., Check out our Internal
several thousand team members), involve a situation Communications policy.
that may potentially turn into a crisis, or are sensitive
in nature. • Potential crisis communications (anything
These communications include: negative that may end up in the press or may
involve potential harm to a CHC employee or
• Executive Leadership Team (ELT/L1)-level location).
organizational announcements or major
reorganizations. • Transition service agreement (TSA) exits or other
transition communications.
• Targeted communications that impact large
groups of employees or span multiple functions • Merger & acquisition and divestiture activities.
or business units. • Communications involving large-scale program

• Town halls or all business unit function meetings. launches within CHC.
• Communications that are sensitive in nature,

which are assessed on a case-by-case basis.

High Impact, Enterprise-Wide and Crisis/Sensitive Communications

Who is Responsible (assigned to do the work) Content Owner R
A
Who is Accountable (final decision and Internal Communications C
ultimate ownership) I

Who is Consulted (before a decision or Pertinent BU/function subject-matter experts, Legal, CEO and/or ELT
action is taken) (if applicable)

Who is Informed (when decision or action Team Members
has been taken)

Internal Communications: Our Services 12

Creating High Impact, Enterprise-Wide and Crisis/ • Internal Communications will then draft
Sensitive Communications the materials.

Route 1 Route 4
Identify stakeholders: The leader or project manager Reviewing the communication: The leader or project
determines which stakeholders will be impacted manager reviews the communication and then
and who will need communication. See Stakeholder circulates it to key members of the project team
Analysis for additional details. and/or other appropriate reviewers. Reviewers
should be given at least 48 hours to provide
Route 2 comments, and should review in the following order:
Complete the Stakeholder Analysis: The leader or
project manager completes the Stakeholder Analysis • Subject-matter experts.
tool prior to beginning work on the project or • Internal Communications.
communications. Consider these questions: • People Solutions.
• Investor Relations.
• How important is each stakeholder group? • Legal.
• What is their involvement in the situation/
Do You Need Legal
change? Approval?
• What do you need to do to engage this group?
The Stakeholder Analysis is critical to determining If an internal communication is
the potential impacts to team members and issued in conjunction with an external
the business. communication and/or a public filing for
a material business change or event, all
Route 3 communications need to be vetted
Draft the communication: The leader or project through Legal.
manager informs Internal Communications about
the impending high impact communication at least Internal Communications will then determine
three weeks in advance, reviews the completed whether the communication should be reviewed by
stakeholder assessment tool with Internal the CEO and/or members of the executive leadership
Communications, and provides content for the and/or Legal teams. If so, Internal Communications
initial communication. will oversee the review process.
If the target audience falls across multiple
• The leader or project manager is responsible functions or business units, please inform Internal
for providing content for the high impact Communications which areas are impacted so
communication, verifying critical information with the appropriate leader socialization efforts can
relevant parties, and coordinating with Internal be considered. For example, if the content owner
Communications. is in R&D/IT and needs to communicate with a
large number of sales employees, Sales & Ops
• Before providing the content to Internal leadership should be informed of the project and
Communications, please ensure that business communication effort.
decisions have been made and approved by
the appropriate business leader and ELT
member (as appropriate). All communications
must be owned/signed by the appropriate
business leader.

• Unless it is an emergency, this communication
should be provided to Internal Communications
three weeks in advance of the desired distribution
date to allow for proper editing and approvals.

Internal Communications: Our Services 13

Route 5 A Note About
Finalizing and formatting the communication: High Distribution Lists
impact communications should adhere to Change
Healthcare’s formatting guidelines (see page 17). If the intended audience is targeted (e.g.,
all Sales team members), the business
Route 6 owner or project manager must provide
Distributing the communication: The leader or that distribution list via an Excel file
project manager is responsible for recommending to Internal Communications. Internal
the preferred communication channel(s) for Communications does not own distribution
distribution, pending Internal Communications lists. See Guidelines for Creating Custom
approval. Distribution Lists.

• Each communication channel serves a specific The leader or project manager is responsible for the
purpose in delivering messages to employees distribution of all lower-impact communications, unless
based on the type of content, frequency and indicated otherwise by Internal Communications.
timeliness of the material. Note that team member email distributions are sent
only to employees. Managers should share pertinent
• See Internal Communication Channels and Team information with contractors, temporary, seasonal
Member Touch Points on page 9 for an overview and contingent workers on their teams.
of each channel, key audience and frequency.
Route 8
• With high impact communications, it’s generally
a good idea to distribute a preview of the Timing of communications: The leader or project
communication to the ELT, SLT and People manager should coordinate the timing of the
Solutions Business Partners (PSBPs) prior to message with Internal Communications based on the
releasing an all team member communication. nature of the content. Internal Communications will
Often, a preview communication to people advise on timing based on other communications
leaders may be warranted as well. Internal already scheduled.
Communications will assist with this.
• Urgent messages will be distributed in real-time
Route 7 per Internal Communications’ guidance using the
Distribution lists: Internal Communications appropriate channel(s).
is responsible for distributing all high impact
communications that require circulation to any of the • Non-urgent messages will be distributed based
audiences below. on the nature of the content and regular channel
cadence per Internal Communications’ guidance.
• All Employees: All CHC employees with a
corporate email account; list maintained by • The timing of internal and external distribution
Human Resources/IT – (Approx. 15,000 needs to be aligned to ensure no material non-
team members). public information gets communicated internally
before it is shared externally.
• Custom Lists: Any customized/targeted list
of employees (aside from the above lists) If a communication will spur a lot of calls to
that is being used to deliver high-impact the Employee Relations or Change Healthcare
communication to team members. (This does not helpdesk, you may need to provide FAQs and/
apply to lower-impact communications.) or talking points to ensure that they have the
information they need to respond appropriately.

Internal Communications: Our Services 14

When Are Communications Managed by
Leaders/Content Owners?

Communications are managed by leaders or • Targeted communications that impact smaller
content owners when they are local, BU/function groups of employees—e.g., just one entire
or have a lower impact to the organization. These function, business unit or team(s)—unless
communications include the following: sensitive in nature, which are assessed on a
case-by-case basis.
• Senior Vice President (SVP/L2) and other
organizational announcements. Organizational • Information Technology system/application
announcements below the ELT level should maintenance updates.
be managed and distributed by the content
owner to relevant teams. See organizational
announcement policy and templates on page 15
for tips and best practices.

Local, BU/Function and Lower Impact Communications

Who is Responsible (assigned to do the work) Content Owner R
A
Who is Accountable (final decision and SLT/Leader C
ultimate ownership) I

Who is Consulted (before a decision or Pertinent BU/function subject-matter experts, Legal, SLT and/or ELT
action is taken) (if applicable)

Who is Informed (when decision or action Local/Appropriate CHC Team Members
has been taken)

Creating Local, BU/Function and Lower Impact • Names should be bolded on first mention.
Communications • Century Gothic size 11 is the preferred font;

• Communications should include appropriate 1.25 spacing.
headers and subject lines. • Any communique that requires Change

• Official titles must be used in conjunction with Healthcare branding/logo/artwork should
employees’ names and should be capitalized. be created by the Graphic Design team
within Marketing and reviewed by Internal
• Any list of names should be organized in Communications.
alphabetical order by last name.

Internal Communications: Our Services 15

Organizational Announcements DETOUR View
Organizational
When Are Announcements Managed by the Announcement
Internal Communications Team? Policy and
Announcements are managed by the Internal Templates
Communications team if they are high impact,
enterprise-wide or sensitive in nature. These types of
announcements include leadership changes, large
team reorganizations, RIFs, and announcements that
impact a broad portion of Change Healthcare.

High Impact, Enterprise-Wide and Crisis/Sensitive Announcements

Who is Responsible (assigned to do the work) People Solutions’ Business Partner R
A
Who is Accountable (final decision and Internal Communications C
ultimate ownership) I

Who is Consulted (before a decision or Employee, Hiring Manager, SLT members (if applicable), Legal
action is taken) (if applicable)

Who is Informed (when decision or action Team Members
has been taken)

Creating High Impact, Enterprise-Wide and Route 2
Sensitive Announcements Reviewing the announcement: Internal
Communications edits the announcement and
Route 1 circulates it to appropriate reviewers. Reviewers
Drafting the announcement: People Solutions’ should be given at least 48 hours to provide
Business Partners inform Internal Communications comments.
about an impending organizational announcement
and write the initial announcement. • Hiring manager (in conjunction with the
employee)
• The appropriate Business Partner is responsible
for drafting the announcement, verifying • People Solutions
employment and academic data with relevant • Relevant SLT members (if applicable)
parties, and coordinating with Internal • Legal (if applicable)
Communications.
Route 3
• The announcement should be provided to Finalizing and formatting the announcement:
Internal Communications at least 72 hours in Announcements should adhere to CHC’s formatting
advance of desired distribution date to allow for guidelines (see Finalizing and Formatting
proper editing and approvals. Announcements on page 17).

Internal Communications: Our Services 16

Route 4 Targeted announcements that impact smaller
Distributing the announcement: Internal groups of employees—e.g., just one entire
Communications will be responsible for function, business unit or team(s)—should be
distributing all global/ high impact organizational managed and distributed by the leader/content
announcements as appropriate. owner unless sensitive in nature (assessed on a
case-by-case basis).
Route 5 Communications are managed by leaders or
Archiving the announcement: Internal content owners when they are local, BU/function
Communications will save the final announcement in or have a lower impact to the organization. These
a designated folder on the Internal Communications communications include the following:
shared OneDrive. When applicable, Internal
Communications will post the final announcement on • SVP and other organizational announcements.
Chatter and My Community after it has been issued. Organizational announcements below the ELT
When Are Announcements Managed and level should be managed and distributed by the
Distributed by Leaders/Content Owners? content owner to relevant teams.
Organizational announcements below the ELT level
should be managed and distributed by the leader/ • Targeted communications that impact
content owner to relevant teams. See organizational smaller groups of employees—e.g., just one
announcement policy and templates for tips and entire function, business unit or team(s)—
best practices. unless sensitive in nature, assessed on a
case-by-case basis.

• Information Technology system/application
maintenance updates.

Local, BU and Function Announcements

Who is Responsible (assigned to do the work) Appropriate Business Partner Representative R
A
Who is Accountable (final decision and SLT/Leader C
ultimate ownership) I

Who is Consulted (before a decision or Local Employee, Local Hiring Manager, Legal (if applicable)
action is taken)

Who is Informed (when decision or action Local/Appropriate CHC Employees
has been taken)

Internal Communications: Our Services 17

Creating Local, BU and Function Announcements Route 3
Finalizing and formatting the announcement:
Route 1 Announcements should adhere to CHC’s formatting
Drafting the announcement: The business partner guidelines.
informs the appropriate leader about an impending Use an appropriate template for the announcement.
organizational announcement and writes the initial
draft message, verifying employment, academic and • Official titles must be used in conjunction with
other personal data with relevant parties. employees’ names and should be capitalized.

Route 2 • Any list of names should be organized in
Reviewing the announcement: The leader reviews alphabetical order by last name.
the announcement and works with the Business
Partner to circulate it to any additional reviewers. • Names should be bolded on first mention.
Reviewers should be given at least 48 hours to • Century Gothic size 11 is the preferred font;
provide comments.
1.25 spacing.
• Leader
• Hiring manager (in conjunction with the Route 4
Distributing the announcement: The Business
employee) Partner, in partnership with the executive admin.,
• Legal (if applicable) will be responsible for distributing all local
organizational announcements as appropriate, given
depending on the type of announcement. See page
13 for additional details about using distribution lists.

!

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Destination 3

Communication Tools and
Best Practices

Audience Considerations

Before you create a communication plan, it’s Is there an external or customer impact
important to consider your audience and the best for the communication? If so, you’ll need
way to reach them. Consider who your audience to loop in the External Communications
is—what part(s) of the business they’re in, where team.
they’re located (e.g., U.S. vs. international locations), Always complete the Stakeholder Analysis
and other demographics. How do they like to receive prior to beginning development of a
information? Do they have access to a computer communication plan.
during working hours?

Storytelling Questions to Ask Before You Start
1. Why do I want to tell a story (e.g. to inspire, give
How will you get your audience’s attention in the advice, connect with others)?
midst of all the emails and other communications? 2. How do I want my audience to think, feel or act?
Once you’ve completed the stakeholder analysis 3. What is the most relatable aspect of my story?
and determined which communication channels What will make my audience say, “that’s like me!”
will be the most effective, you’ll need to add some HINT: Use metaphors and analogies.
excitement to your communication. One of the 4. What is the emotional heart of my story?
most effective ways to engage your audience is 5. How does my story differ from what the audience
through storytelling. is expecting and why does that make my
Stories create an emotional connection with your story stronger?
audience by bringing the messages to life. Personal
or career-related stories that describe the right Here are some storytelling tips to help you
behaviors/actions, or perhaps even what not to do, get started.
help inspire and engage team members.

Communication Tools and Best Practices 19

Best Practices for Message Development

How to Engage Team Members and Inspire Action Think before you communicate:
From informal conversations to formal presentations,
translating company talking points to make • Who is your target audience?
them “real” is easier when you follow this simple √√ Is your message intended for the entire
messaging blueprint. employee population, or is it level-specific?
Create an Elevator Speech—Summarize the topic
at the 40,000-foot level. This is what you would say • What is the purpose of your content?
in 30 seconds or less if you were in an elevator and √√ What are the company objectives it
were asked, “What’s this topic about?” Don’t assume reinforces?
people know. √√ How will it help team members do their
Create Supporting Messages—Develop messages jobs?
that build on the elevator speech by covering the √√ What action do they need to take?
why, how and when, benefits and your expectations. √√ Is this an urgent message that requires
immediate action?
• The why. Explain the rationale behind what’s
happening. Why is it important? Why should your • Do you have all the information you need to
audience be interested? create your message?
√√ What are the major details team members
• The how. Discuss with team members how the need to know about your topic?
topic will impact affected employees and √√ Are these details easy for the reader to
the organization. understand (and follow)?

• The when. When will this change take place? The Consider this as you review your
timing may be different across audiences. message:

• The benefits. Explain how what you are • Look at the content from your audience’s point
communicating can benefit them. of view.
√√ What do you want them to know, feel and
• The expectations. Always share with team do when they read your message?
members what you expect of them—including √√ Is the purpose of the message clear?
specific actions. At the same time, make sure to √√ If you were reading this message for the
tell team members what they can expect from first time, how would you react?
you as well. √√ What’s the best way to reach your
audience? Do they have computers at work
• Create Proof Points—Gather facts and figures or are they in an environment where they’re
that support your key messages. Be as specific not “wired?”
as you can with proof points—the more concrete
information you provide, the more credible your • Make sure your content is accurate.
message will be. √√ Did you check your facts?
√√ Did you receive appropriate reviews and
Check for Understanding—Ask questions and approvals?
solicit feedback. √√ Did you follow the Internal Communications
That’s how you reach a shared understanding— review policy?
otherwise, you don’t know if your audience truly
understood the information you are working to • Above all, be sure to complete a Stakeholder
convey. Keep your language simple—don’t use Assessment before you start your
acronyms, jargon or corporate speak. communication plan.

Communication Tools and Best Practices 20

Meeting Toolkit

These tools will help you prepare for meetings, town
halls, etc.

• CEO/Executive Site Visits
• BU/Function Town Halls
• WebEx Meetings and Conference Calls
• In-Person Team Meetings

Change Management Communication

Route 1 Route 2
Stakeholder Analysis: Completing the stakeholder Communication Plan Template: Once you’ve
analysis will give you a strong foundation for completed the stakeholder analysis, use the
managing change. communication plan template to craft your plan.
If the changes are high-impact, enterprise-wide
or are sensitive in nature, contact the Internal
Communications team for assistance. If the impact
is local or applies to a BU/function and does not
involve major organizational changes, RIFs or crises,
use this template to plan your communications.

Engaging Local Resources to Assist with Initiatives

Leaders may want to engage local culture • Assisting with “desk-drops” and branded
ambassadors as well as the “Feet on the Street material distribution.
Fleet” to support local communication and
engagement activities. In addition, many offices • Distributing office-specific internal
have existing “spirit” and “social” committees, communications such as invitations, email
which can be engaged when appropriate. These announcements, etc., (with the help of Internal
local resources have volunteered to assist with local Communications).
activities, such as:
For “Feet on the Street Fleet” information, contact
• Reserving spaces for Town Hall viewings, “coffee Kirstie Price. For Culture Ambassador information,
chats,” and lunch and learns. contact Ashley Bostic.

• Coordinating on-site festivities (getting balloons,
cakes, cookies, etc.).

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