Track 2

Communications: The New Black

Healthcare Marketing and Physician

Strategies Summit

May 1, 2014

9:45-11:00 a.m.

Presented by:

�Holli Salls, Salls Group LLC

�Terri Goren, Goren & Associates. LLC

�Dalal Haldeman, SVP, Johns Hopkins Medicine

Agenda

Holli Salls

Terri Goren

Dalal Haldeman

• Overview and Group

Exercise

• National healthcare

communications research

• Engagement and Tools

from Johns Hopkins

Medicine

• Questions

Group Exercise:

What top three communication challenges face your organization today?

SallsGroup

National Healthcare Communications

Research

Survey Questions

• What top three (3) communication challenges face your organization today?

• What communications initiatives are you currently doing less of? What are you doing more of?

• Describe your current communications infrastructure? What skill sets do you need most going forward?

• Does your leadership understand the difference between communications and marketing?

Methodology and Survey Sample

• 14 telephone interviews

• Conducted February-March 2014

• VPs and Senior Directors of Marketing and

Communications

• Survey sample

- Academic medical centers

- Health systems

- Large physician practices

- Community hospitals

- Children’s hospital

Organizations

Catholic Health of Buffalo

CentraState Healthcare System

Emory Healthcare

Hartford HealthCare

Henry Ford Health System

Meridian Health

Nationwide Children’s Hospital

Ochsner Clinic Health System

Penn Medicine

University of Arkansas for Medical Sciences

University of Iowa Hospitals and Clinics

University of Kentucky HealthCare

University of Virginia Health System

WellSpan Health

Today’s Environment: What We Heard

• “Highest complexity ever in my 30+ year career … reform is

single most aggressive disturbance of our time.”

• “We live in a disruptive industry where change is the norm.”

• “Our biggest challenge is time … the degree and pace of

change is immense.”

• In my 3 decades in healthcare, I have never had so many balls

in the air, ever.”

• We have to help our organizations change. We’re asking people

to work harder while fundamentally redesigning the work they

do …. for a future we don’t live in … can’t relate to … and one

with which we have no reference.”

• “Opportunity of a lifetime for communications professionals”

Question #1

Key Communications Challenges

Top line Findings

• Communications function as change agent as reform

forces cultural shifts in many organizations

• Internal communications ranked as single biggest challenge, specifically due to need to educate and

engage employees about industry changes, their

impact to the organization, what changes will mean to

them and how changes will benefit patients and the

community

Key Challenges (cont’d)

• Physician communications and

engagement also viewed as critically

important due to new structural models,

reimbursement issues and generational

differences

• External communications viewed as highly

important but getting “house in order”

appeared to be foremost concern

Top Challenges (cont’d)

Internal Examples

• Extensive communications support required to help those

organizations trying to shift cultures that adopt and embrace

change and/or …

• Organizations needing to reorient employees from viewing

organization as bricks and mortar (hospital only mentality) to

wellness and disease management mindset (population health)

• Strategic communications viewed as critical to framing changes

so physicians and employees view changes as opportunities to

contribute rather than seeing as merely disruptive, especially among private physicians

Internal Examples (cont’d)

• Ongoing translation of complex issues (e.g., regulatory changes, reimbursement issues, etc.)

• New vocabulary/terms to translate (e.g., ACO, ACA, HCAP, narrow network, price transparency, value-based payments, clinical integration, etc.)

• Organizations getting larger and more complex; new models need to be explained to physicians and employees, including what they are and why they should care (e.g., acquisitions, alliances, affiliations, “systemness,” etc.)

“It feels like we have a whole new language out there and almost need a Glossary of Terms.”

Top Challenges (cont’d)

• Greater communications support needed to help educate and empower managers about industry changes and new processes (e.g., communications training, scripting, tool kits, etc.)

• Content management continues to challenge large systems in multiple locations (speaking with unified voice)

Top Challenges (cont’d)

External Examples

• Communicating with the newly insured and managing

expectations, especially due to high deductibles (e.g., more face-

to-face)

• Increasing patient engagement by building loyalty beyond

hospital while they’re healthy (“helping consumers own their

health”)

• As reimbursement models change, need will increase to better

communicate why patients need to stay within your system

• Price transparency will take on greater significance and have

major implications

“Patients are going to have to know what they’re paying for and

what they’re getting for it.”

Question #2: What communications initiatives

are you currently doing more? What are you

doing less of?

Doing More of …• Shift to digital (web, social, mobile) continues but

speed varies based on organization’s cultural “readiness”

• Increased use of CRM segmentation strategies (“precision marketing”)

• Greater standardization (e.g., templates, campaign tool kits, etc.)

• More ”story telling” versus chest-thumping

“I tell my staff …. please, no more ribbon cuttings and announcements of new machines!”

Doing More of (cont’d)

• Wellness-focused employee engagement using CRM

• Greater emphasis on quality execution, especially internal campaigns due to nature and complexity of issues (e.g., “Thrive” and “Unity”)

• Scripting for front line staff (e.g., new Medicare processes)

• Better management of brand across all digital channels

• Video, video, video

Doing Less of …

• “Killing off” anything not linked to strategy

• Less mass advertising

• Fewer topic-specific print publications/newsletters across all audiences

• Fewer print runs of annual reports

• Fewer print runs employee newsletters

“It’s time we get out of the production business.”

Question #3: What skill sets do you need

most going forward?

Top-line findings

• Sophisticated communications analytics/metrics (e.g.,

measuring attitudinal, behavioral changes, etc.)

• Deeper digital experience and expertise: web, social

and mobile

• Greater sophistication among editorial staff (e.g.,

knowledge of financials, operations, etc.)

• More business acumen

Question #4: Does your organization know the

difference between marketing and

communications?

NO!

Summary

• Communications function as change agent as organizations

undergo cultural shifts

• Internal communications/employee engagement viewed as #1 priority

• Physician communications/engagement seen as HIGH priority

• External communications viewed as VERY important but not as

as pressing as internal communications

• Unanimous perception that leadership does not know difference

between marketing and communications

• With one exception, all agreed that strategic communications will only increase in importance within their organizations

Healthcare Marketing and Physician Strategies SummitCommunications: The New Black

Presented by: Dalal Haldeman, Ph.D., M.B.ASenior Vice President, Marketing and CommunicationsJohns Hopkins Medicine

Our Objectives

• How to increase engagement

– Key audiences

– New audiences

• What tools are we using more effectively?

• Why integration of priorities for communications and marketing experts is key: What are we doing differently?

22

23

The ACA Implications For Marketers and Communicators

• The need for better communication is

growing exponentially

• The anxiety and fear of change both

require more interactions and face-to-

face communications

• There is an influx of new consumers

• Local targeting and health exchanges

have increased

• Consumption of medical services is

increasing

• The financial squeeze is unclear

24

Implications for Our Communication TeamsTen Implications

A. Three Top Imperatives:1. Need more integration/health innovation and efficiencies2. Need for shared decision-making tools3. Need for common brand architecture and templates for all business

development and tools

B. Three Top Talents And Expertise4. New mobile applications and development5. Telemedicine and multimedia6. Content and interactivity

C. What To Pay Attention To: 7. Multidisciplinary teams everywhere

(role of the NP and PA)8. Internal communication 9. Pushing for focus to avoid “fatigue” (BUCKETS)

D. Most Important Priority:10. Connecting the dots for us and for our patients (BUCKETS)

• We need to use new technologies – multimedia and

videos

• We have to drive change

• We have to facilitate quick interactions and be on the

mobile platforms

• We have to provide even more CUSTOMIZED,

HELPFUL, HONEST and QUICK information

• There is a need to pay more attention to patients’

empowerment and to educating the decision coaches

25

What We Need To Do More Of To Increase Engagement

Tool # 1: Set Values

• Value your employees and colleagues

• Hire on values first

– Teamwork

– Innovation

– Respect for all individuals

My values are from over 30 years ago

26

27

Tool # 2: Restructure And Align Goals

1. Align goals

• Achieve better positioning

• Drive more focus on thought leadership and priority buckets

• Achieve more effective internal communication visioning and connecting the dots

• Achieve more efficiencies

• Drive operational change and cultural comfort

• Develop goals based on priority buckets and measure

2. Use template of key questions and check lists

• What do you want to achieve?

• What thinking do you want the viewer or audience to have?

• What action do you want to induce?

• How would you know?

1.Conduct research and polls to stay focused or

induce change

2.Support e-strategy and mobile technology

3.Restructure to integrate with content

development, knowledge and expertise

4.Connect the dots with all our internal

communications demands

5.Encourage face-to-face communication in

times of change

6. Ask the right questions and ask about the

“BUCKET”28

Tool # 2: Restructure And Align Goals:What Is Our Department Doing Differently?

Marketing and Communications structure and skills sets:

1. Strategic Communication Team

• Media relations

• Design

• Institutional communication and thought leadership

• Science writing and story telling

2. Marketing and e-strategy team

3. Data analysis and business planning team

4. Branding team

5. Consumer behavior and research team

6. Video team

29

Tool # 2: Restructure And Align Goals

Tool # 3: Conduct Research And Polls

• Use and share the data

• Understand the behavior

• Induce change

• Use informatics

• Use visualization platforms

• Use polling during meetings

30

Example: Research And PollsInternal Communication and the JHM Strategic Plan

14

45

72

164

619

1173

2.2%

3.5%

7.9%

29.9%

56.6%

Not Answered

5-6 times

More than 6…

3-4 times

1-2 times

Never

Valid Responses: 2073

During the past six months, approximately how many times have you discussed the JHM Strategic

Priorities with members of your team? (Respondents could only choose a single

response)

% of Responses

# of Responses

31

Example: Research And Polls Internal Communication and the JHM Strategic Plan

576

1276

1781

20.9%

46.3%

64.7%

Print publication

In Person (e.g. meeting,

conversation)

Internet/Email

Valid Responses: 2753

How did you learn about the JHM Strategic Priorities? (Select all that apply)

(Respondents were allowed to choose multiple responses)

% of Responses

# of Reponses

32

Example: Research And Polls Internal Communication and the JHM Strategic Plan

33

490

947

1026

1073

18.3%

35.3%

38.3%

40.0%

Other Employee or Colleague

Your Own Team Leader/Supervisor

Top Institutional Executive (President, Dean/CEO)

Other Institutional Leader (e.g. Vice Dean, Vice President, COO, Director,

Administrator)

Valid Responses: 2681

From whom did you learn about the JHM Strategic Priorities? (Select all that apply)

(Respondents were allowed to choose multiple responses.)

# of Responses

% of Responses

Tool # 4:Use Videos to Tell the Story

• Stories that generate “buzz”

• Videos and stories that reach target audience

• Stories for Mass Media

• Brand Journalism

34

Integrating video content with existing communication efforts to engage,

give insight and support Johns Hopkins Medicine mission. Videos live on:

• Homepage• Clinical, Educational, Research & Institutes websites• News and Publications websites• Find a Doctor Directory• Internal Communication venues

Promotions & engagements using Social Media Channels (e.g. Facebook, Twitter, LinkedIn, Google +)

How are we using videos?HopkinsMedicine.org

JHM Strategic Plan: Biomedical Discovery

36

Internal Communications and Employee Engagement Strategy

Patient Centered Care:Walking the Talk | Town Hall Meeting

Johns Hopkins Gives Back –United Way

JHM Quarterly Town Hall Meeting to Staff

37

Johns Hopkins Researchers Find Caffeine Enhances Memory - For some, it's the tradition of steeping tea leaves to brew the perfect cup of tea. For others, it's the morning shuffle to a coffee maker for a hot jolt of java. Then there are those who like their wake up with the kind of snap and a fizz usually found in a carbonated beverage.

Coffee Time? How Caffeine Can Boost Your Memory

Attracting Potential New Students/ Applicants and Young Researchers

Genes to Society | New Curriculum

Emergency Medicine Residency Program

Research and Technology Science | Out of the Box

Stopping Breast Cancer Leader CellsJohns Hopkins’ cell biologist Andy Ewald explains his latest finding on how breast cancer cells spread and how they might be stopped.

Johns Hopkins Bench to Bedside

The concept of bench-to-bedside is perhaps best highlighted by some of the collaborative work between Johns Hopkins Institute for Basic Biomedical Sciences biomedical engineering faculty members and clinicians across the School of Medicine and Johns Hopkins Hospital..

Promote Research and Technology Make science accessible and convey a human side

Tool # 5: Connect with Content: Integrate Content, Social Strategies and Videos

39

Home Page

Facebook

Twitter

40

Tool # 5: Connect and Seek Out Audiences & Conversations

“Could somebody explain how this happened?”

“I thank everyone who acted on our concerns. My sister’s surgery date is now set…Thank you!”

Tool # 6: Develop Thought Leadership

41

Objectives

Targets

Branding

Framework

Resources

Tactics

Metrics

1

2

3

4

5

6

7

42

• Establish Steve Thompson as a thought leader in health care globalization strategy

• Establish and own the niche termed “global collaborative health care”

• Position Johns Hopkins Medicine (JHM) as a world leader in raising the global standard of health care

• Attract global health care leaders from target regions to collaborate with JHM

• Raise awareness and engagement about JHM’s impact on global health care

• Raise awareness and engagement about Johns Hopkins Medicine International’s programs internallyamong JHM influencer audiences

Primary

Tool # 6: Develop Thought Leadership:Set Objectives

Tool # 6: Develop Thought Leadership:Define Targets

43

•Trends in international health care business

•Global collaborative health care:

•Legacy/impact approach

•Special role of academic medical centers

•Successes and lessons learned

Topic AreasTopic Areas

•North America: US, Canada, Bermuda

•Middle East: UAE, KSA

•Latin America and Caribbean: Caymans, Mexico, Colombia, Peru, Panama, Chile, Brazil

•Europe: Russia, Turkey

•Asia/Pacific: India, Malaysia, Singapore, Indonesia, China, South Korea

Regions Regions

•Health care business community in the US and abroad

•Key international influencers/opinion leaders

•Global and national health policy makers

•National and international business and health care media

• Internal audiences

Audiences Audiences

Tool # 6: Develop Thought Leadership:Identify or Redirect Staff Resources

44

.50 FTE: writer.30 FTE: media

relations

.25 FTE: editor.30 FTE: digital project

manager

Thought leader:

4-6 hrs/month

Tool # 7: Understand And Explain The

Power Of Technology: The Good, The Bad, The Ugly

45Source: http://www.huffingtonpost.com/2013/12/09/poll-women-technology-complicated-relationship_n_4395935.html

46Source: http://www.huffingtonpost.com/2013/12/09/poll-women-technology-complicated-relationship_n_4395935.html

Tool # 7: Understand And Explain The Power Of Technology: The Good, The Bad, The Ugly

Tool # 7: Understand and Explain Technology: Doctor Review and Rating Sites

47

Tool # 7: Understand And Explain The Power Of Technology: Taking Control of Online ReputationBad News and Good News

48

First! The bad news:

• You can not control the

universe.

• What’s on the Web is on the

Web.

The good news:

You can create and

inspire positive content.

Tool # 7: Understand And Explain The Power Of Technology: Taking Control of Online ReputationWhat Not to Do

• Do not ignore negative

comments.

• Do not share details in your

response.

(Provide a contact for service

recovery)

• Do not get into a fight. You will

not win.

• Think twice about “burying”

content through reputation

management services.

• Avoid litigation at all costs.

49

Tools That I Found To Be Effective

1. Set values: Together we are better

2. Restructure and align goals: the power of buckets, templates and check lists

3. Conduct research and polls and use data

4. Use videos to tell the story

5. Improve CONTENT, consolidate and integrate

6. Develop thought leadership

7. Explain, train, and use the power of technology 50

51

Part IV

Questions?

Ideas Sharing?

Thank you!

SallsGroupHolli Salls, Principal

Holli@sallsgroup.com

Terri Goren, Principal

Terri@terrigoren.com

Dalal Haldeman, PhD, MBA

Senior Vice President,

Marketing and Communications

Johns Hopkins Medicine

dhaldem1@jhmi.edu