Architect Opportunity.

Digital Engagement for

Health Care

October 17, 2012

About Soshal Group

We are a digital marketing and innovation agency.

Our clients are looking for a dedicated digital partner, often as their agency of record. At 12+ people, we are small enough to stay nimble, but large enough to work with sizable brands and organizations.

www.SoshalGroup.com | @SoshalGroup

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We architect opportunities for our clients, our team, and our community.

Our mission

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Today’s agenda11:30 – 11:40 Welcome and Introductions

11:40 – 12:00 Pat Rich

12:00 – 12:20 Ann Fuller

12:20 – 12:25 Poll + Questions

12:25 – 12:45 Paul Dombowsky

12:45 – 1:00 Q&A4

We will cover

1.How well is your organization currently leveraging conversations through digital engagement?

2.How can you secure funding and support from senior executives?

3.What tactics are necessary for reaching an inclusive audience?

4.Who is using digital engagement well? What results are they tracking?

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IntroductionsPat RichDirector and Editor in Chief, Online ContentCanadian Medical Association

Ann FullerDirector, Communications and Public RelationsChildren’s Hospital of Eastern Ontario (CHEO)

Dave HaleChief Executive OfficerSoshal Group

Paul DombowskyFounder/CEO, Ideavibes and FundchangeDigital Engagement Lead, Soshal Group

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Today’s audience

Over 60 people signed up for today’s webinar and the audience includes:

•At least one person from each province

•Six Provincial Ministries of Health

•Two different Federal Departments

•Public Health

•Over 20 hospitals

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Asking questionsDuring the Webinar:

•Type in your questions in the Question section on the GoTo Meeting Control Panel. •We will assume all questions can be publicly answered. If you would like yours to be privately addressed, add “private” to the end of your question.

During Q&A:

•If you want to verbally ask questions during the Q&A at the end – please put up your hand by clicking the hand button on the GoTo Meeting Control Panel.

After Webinar:

•We are launching a social community to continue the conversation on digital engagement after today’s webinar. Visit www.soshalgroup.com

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Defining “Digital Engagement”

“Digital Engagement is anything and everything that involves a conversation online.”

Tim Lloyd – former Deputy Head of Digital, US Dept. of Health

1.The use of technology to increase touch points with various stakeholders

2.Frequency of conversations improves processes and procedures

3.Improvement in patient care and working environment for staff

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The Canadian Medical Association and digital engagement

Pat Rich – Director, CMA Online Content

Introduction

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The tangible goods

•Launched social networking site for physicians (Asklepios) 2008 – sunset 2012

•First Twitter feed in 2009 (@cmaer)

•Twitter # with annual meeting starting in 2009

•Public engagement campaign on Facebook www.healthcaretransformation.ca 2011

•Developed SM guidelines for members 2011

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How did it start?

“…. the year was 2007 …..”

•Recognition that Web 2.0 was becoming a big thing

•Board of Directors working group on member communications report calling for member engagement (two way)

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Which led to…

•Assessment of member needs and where we could bring the most value

•Creation of secure, private social networking site for physicians - Asklepios

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…at the same time

Realization that CMA had:

•No internal structure to support digital engagement

•No access to social media sites for staff

•No strategy to use social media

•No dedicated resourcing15

Which resulted in•Internal assessment of legal landscape of social media sites

•Planned internal strategy taken to senior management and Board

•Initial assessment of what we wanted to do

•Pilot project to provide access to SM sites to staff

•Development of social media use policy for staff

•Launched pilot Twitter account (@cmaer)

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However…

•Value proposition of digital engagement for members is still very unclear

•Definite pushback from some members concerned about privacy, security issues and lack of value

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So we…

•Looked at digital engagement from a strategic perspective

•Continued to update senior management on the topic

•Used Asklepios to support engagement with members on specific topics

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Which led to…

•Creation of a CMA Twitter account, to be used at annual meeting

•Pilot use of YouTube

•Use of Facebook for a specific campaign with public in conjunction with other media

•Dedicated resourcing for community manager to support Asklepios

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What we forgot

…or chose to ignore.

•How to properly support an online community

•Development of an association-wide digital engagement/social media strategy

•The value proposition was still lacking for physicians (and other health care professionals)

•Proper metrics to measure success

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Which then led to…

•Development of social media-based Intranet for staff

•Development of social media guidelines for members (first balanced guidance in Canada for physicians)

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What we didn’t use

1.Blogs

2.Facebook

3.LinkedIn

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What we did right

•Started small and progressed incrementally

•Had communications/public affairs lead the initiative (not IT)

•Sought senior management buy-in before proceeding

•Used digital engagement tools strategically

•Recognized need for dedicated internal resourcing23

Where we’re going…

•Development of an association-wide strategy

•Build on early successes (Twitter)

•Evaluate new tools (e.g. Pinterest)

•Acknowledge changing landscape (sunsetting of Asklepios)

•Continue to be strategic

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Why it matters to us

•Canadian physician use of social media will increase

•Social media will transform physician-patient interactions in some situations

•Social media will strengthen the ePatient movement

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Vision

With the right precautions, we can help make a difference in the lives of children, youth, and families by spreading our expertise outside our walls and beyond the patients we see in our clinics each year.

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7 pt. SM philosophy 1.Set realistic goals

2.Make strategic choices to managed needed resources

3.Adopt low-risk tools first. Where adding risk, pilot first

4.Build an on-line community

5.Encourage positive dialogue

6.Discussion of patient-specific issues in public forums is off limits, discussion of patient non-specific issues should be encouraged

7.Share our experiences

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Social media approach

Phase 1: Foundation building

Phase 2: Pilot programs

Phase 3: Expansion

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Foundational elements

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Education, Governance and Best Practices• Social Media Policy for staff• Leadership Forum on Social Media• Governance & Best Practices framework for departmental/program involvement• Comment Assessment Tool• Social Media approval request form• Dialogue with Family Forum, Youth Forum

Twitter• Bilingual account. Shared with Foundation, branded as Hospital• Content: Foundation news/events, CHEO news, health tips, community health retweets, articles of

interest, job/volunteer opps• Role: Inform & disseminate. Monitor community dialogue• Frequency: 1 – 3 times per day

YouTube• Bilingual non-profit account, shared with Foundation• Content: Educational videos and telethon stories• Role: Inform. • Frequency: 1 monthly

Facebook• Separate English and French “Fan Pages”• Content: CHEO news, health education, Foundation new & events, community health updates • Role: Build the CHEO community through dialogue & engagement• Frequency: 3 – 5 times per week

Foundational elements

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Linkedin• Corporate profile

Wikipedia• Expanded profile

Blogs• Two Cents: Internal blog for staff• SMiCH: Blog to share and exchange information on social media with other Canadian

health organizations• CHEO Moms & Dads

Pilots

•Patient support

•Patient care

•Staff engagement

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Staff engagement

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Why online tool?•Nature of healthcare makes it difficult/impossible to get people in room at the same time.

•Many hospital communications are one-way

•In-person communication can be time-consuming, costly

•Access peer knowledge, without scheduling meetings or committees

•Conversations can be secure within organization, or securely within a group

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One man’s view

“A medical, multi-disciplinary approach, as medicine is being taught in med school, yet as it fails to be practiced in daily routine. Where specialists of all walks contribute their experience to a singular activity feed that anybody in the hospital environment can follow, react to and share with others.”

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Texas health

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IPC Hospitalist“Patients receive better care when physicians can communicate with each other quickly and effectively. Our internal network puts our physicians in control of the dialog and that’s what they want.” - Director of Information Systems

BenefitsBetter Collaboration: IPC’s physicians find internal network to be better than email in many cases for obtaining advice and answers to questions from their physician peers.

Mobile Connectivity: Physicians can easily access organizational knowledge via their mobile devices.

Open: Breaks down organizational hierarchies and fosters dialogue between experts.

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What we did

•Launched as part of strategic plan, with email to all staff from CEO

•Intranet promotion, posters, etc

•Lunch & learns, Intranet tutorial

•Cafeteria Q&A

•Yam Jam

•Small weekly prizes

•Town hall debate

•Yammer superstars38

How did it work

•870 of 2,500 total staff & physicians registered so far

•1000+ messages posted to date

•100 “groups” set up by users

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Digital Engagement Practice

Paul Dombowsky

Challenges

What are we seeing when organizations try to implement digital engagement strategies?

• Lack of consensus on how open people the organization to be?

• Capacity building – who is doing to do what?• Alignment with brand strategy• Intersection of Communications and IT – moving to

the next stage presents new problems from different internal stakeholders

• Measurement and metrics42

Digital engagement map

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Benefits• Facilitating conversations that strengthen relationships and build loyalty

• Providing opportunities to develop stakeholder-driven policy and programs that foster support and good will

• Offering proactive stakeholder communication that reduces the likelihood of crisis management intervention

• Introducing the opportunity for stakeholder innovation

• Reducing costs of change management and provide an opportunity for the community or market to lead the change

• Fostering conversations around key issues by the community that benefit from the peer-to-peer nature of involvement

• Ensuring unheard voices get a chance to participate

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The role of social media

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Digital Engagement - 4 pillar strategy

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What is being said – what is the context?

Who are your stakeholders?

What are the nature & type of conver-sations you are having?

How are the conversations motivating the community to engage and expand the community

Crowdsourcing

Crowdsourcing has a lot to offer the health care sector – it is lagging behind other industries

Docpeers.com – problem solving network for health careEurekamed.com – open call for medical inventors – crowdsourcing solutions

Consider crowdsourcing for:• Problem solving• New care models• Organizational alignment• Running challenges to find solutions (financial incentives)• Process improvement by employees

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Assessing your organization

Where does your organization sit in its effectiveness in engaging with your various stakeholders?

Do these stakeholders have enough opportunity to engage with your organization?

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DE Assessment

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Level I Level II Level III Level IV

Public

Patients / Clients

Members / Donors

Staff / Volunteers

Level I Very few individuals in this group are being reached or have even been identified, and almost none are engaging with the organization digitally

Level II Some of your target audience are being reached, and few are engaging with the organization

Level III Most of the individuals in this target audience are being reached, and of those, some are engaging with the organization

Level IV All or almost all of this target audience is being reached and most are engaging with the organization

Next Steps

Understanding where your challenges are and how to move up the levels takes both a look inside and understanding what practitioners like those at the CMA and CHEO are doing.

Soshal has developed an online assessment tool to help you determine where your organization is. More details to come.

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Digital engagement practice

Soshal Group's Digital Engagement Practice is focused on turning community platforms into conversion pathways.

Architecting opportunities with patients, staff, stakeholders, and citizens using a 5 step process:

1.Digital Engagement Audit

2.External review (What your competitors are doing)

3.Internal review (What are you doing?)

4.Market assessment (opportunities that can be leveraged)

5.Recommendations for moving forward

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Health e-CommunityWe invite you to join the community if you:

•Have questions about digital engagement in health that you’d like to ask us and other health experts

•Would like ongoing support for questions about implementing digital strategies to work with your stakeholders

•Would like to connect and share with other health professionals for best practices and experiences

•Are interested in watching highlights from our webinar

•Would like to witness digital engagement first-hand

•Check out the Community for Soshal’s new Online Assessment Tool52

#HCSMCA

#hcsmca is a vibrant community of people interested in exploring social innovation in health care. We share and learn, and together we are making health care more open and connected.

Wednesdays at 1pm ETFollow the hashtag.Join the weekly chat.Share your knowledge.Tap into the community.Search the archives.Add a topic.Attend a meet up.

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Join the conversation every Wednesday at 1pm ET

http://cyhealthcommunications.wordpress.com/hcsmca-2/

Ottawa | Toronto

Architect Opportunity.

HEADQUARTERSOttawa, Ontario202-1339 Wellington St West | K1Y 3B81.855.476.7425 | info@soshalgoup.com@SoshalGroup | fb.com/SoshalGroup 54