Digital Strategies for
Health Communication:
Introduction and Strategy
Lisa Gualtieri, PhD, ScM, Course Director
Tufts University School of Medicine
July 15, 2013
1
Agenda for July 15
9:00
9:01
9:10
9:20
10:15
10:30
12:30
1:00
2:00
3:15
3:30
4:45
Welcome from Lisa Gualtieri, PhD, ScM, Course Director
Welcome from Aviva Must, PhD
Dean, Public Health and Professional Degree Programs
Tufts University School of Medicine
Welcome from Sue Gallagher, MPH
Program Director, Masters of Science in Health Communication Program
Tufts University School of Medicine
Introductions
Robyn Alie and Frank Fortin, case study presenters, MA Medical Society
Lisa Gualtieri, course director
Lena Feng, teaching assistant
Students
Project teams
Break in Alumni Lounge
Robyn Alie and Frank Fortin, MA Medical Society’s digital strategy
Lunch: served in Alumni Lounge
Lisa Gualtieri: Overview of digital strategy, goals, & SWOT analysis
Teams: SWOT analysis for Mass Medical Society
Break: with food and drinks in Alumni Lounge
Teams present SWOT analyses
Evaluations
2
Why we offer
Tufts Summer Institute on Digital Strategies
for Health Communication
• Most healthcare and public health organizations
ask:
– Do we need to update our website, which hasn’t
been touched in 3 years?
– What exactly is Pinterest for and should we use it?
– Should we set up a weekly twitter chat?
– Do we need an app?
– Are we reaching our target audiences as best we can?
• We want to promote strategic approaches to
health communication
3
Aviva Must, PhD
4
Sue Gallagher,
MPH
5
Agenda for July 15
9:00
9:01
9:10
9:20
10:00
10:15
10:30
12:00
12:30
1:00
2:45
3:00
4:45
Welcome from Lisa Gualtieri, PhD, ScM, Course Director
Welcome from Aviva Must, PhD
Dean, Public Health and Professional Degree Programs
Tufts University School of Medicine
Welcome from Sue Gallagher, MPH
Program Director, Masters of Science in Health Communication Program
Tufts University School of Medicine
Introductions
Robyn Alie and Frank Fortin, case study presenters, MA Medical Society
Lisa Gualtieri, course director
Lena Feng, teaching assistant
Students
Project teams
Break in Alumni Lounge
Robyn Alie and Frank Fortin, MA Medical Society’s digital strategy
Lunch: served in Alumni Lounge
Lisa Gualtieri: Strategy
Teams: SWOT analysis for Mass Medical Society
Break: with food and drinks in Alumni Lounge
Teams present SWOT analyses
Evaluations
6
Agenda for the week
• Mix of
1. Guest lectures
2. My lectures
3. Work in teams addressing (2) to develop a new
digital strategy for Massachusetts Medical Society
7
Students
1. John Hanawalt
2. Kristie Nagpal
3. Hubert J. Park
4. Jared M. Shinabery
5. M.E. Malone
6. Alison Nogi
7. Roanna Forman
8. Susann Glenn
9. Philip "PJ" Hamel
10. Ross Kopelman
11. Deborah Linder
12. Anna Kern
13. Briana Nestor
14. Sheryl Lynn Carvajal
15. Tina Chang
16. Ken Stopay
17. Christine Norris
18. Leslie Simone Byrd
19. Rajaa Nahra
20. Sarah Soffer
Course Director & TA
Lisa Gualtieri
Lena Feng
Guest Speakers
Robyn Alie
Frank Fortin
Joseph Kvedar
Bill Tancer
Tara Montgomery
Dan Childs
Pete Forsyth
Lane Rasberry
Tiffany Lo McGee
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Teams
•
•
•
•
•
Team 1
Team 2
Team 3
Team 4
Team 5
9
Strategy
•
•
•
•
What is a strategy?
What is strategic thinking?
Why are they important?
What happens when you don’t have – or use –
a strategy?
10
Definitions
• Vision: outlines what the organization wants to be
ideally and how it wants to be perceived
• Mission: defines the organization’s purpose and how
it will achieve its vision
• Values: beliefs that are shared in the organization
• Strategy: a set of goals in support of the vision and
mission and in accord with the values, and a plan of
action to achieve them
• Tactics: means to accomplish strategic objectives
• Planning horizon: time frame
11
Strategic thinking
• Strategic thinking involves
– Long term planning
– Determining priorities
– Identifying potential risks and opportunities
– In support of an organization’s vision and mission
12
Mission
statement
• The mission of the Massachusetts Society for
the Prevention of Cruelty to Animals
(MSPCA)–Angell Animal Medical Center is to
– protect animals,
– relieve their suffering,
– advance their health and welfare,
– prevent cruelty and
– work for a just and compassionate society.
13
Vision
statement
• The MAC vision is that, by 2012, there will be
a sustainable, effective, and widely utilized
forum for dialogue and strategic collaboration
within the Massachusetts animal welfare
community that will reduce the number of
homeless, neglected, displaced, and abused
animals.
14
MMS mission: June 11, 2013
•
Our Mission
– The Massachusetts Medical Society was established as a professional association of physicians by
the Commonwealth of Massachusetts in an Act of Incorporation, Chapter 15 of the Acts of 1781.
Section 2 of that Act states:
– "The purposes of the Massachusetts Medical Society shall be to do all things as may be necessary
and appropriate to advance medical knowledge, to develop and maintain the highest professional
and ethical standards of medical practice and health care, and to promote medical institutions
formed on liberal principles for the health, benefit and welfare of the citizens of the
Commonwealth."
•
Our Vision and Strategic Direction
– "The Massachusetts Medical Society will continue to be a proactive organization. We will advocate
for the shared interests of patients and our profession. We seek to unite all physicians and serve the
common interests of the profession. Our goals are to enhance and protect the physician-patient
relationship and to preserve the physician's ability to make clinical decisions for the benefit of
patients. The Society will continue to encourage the development of standards for high quality care.
We will continue to promote our code of ethics to physicians, patients, and the public. We will work
collaboratively within the profession and with the public. The Society will address the professional
needs of physicians and take a leadership role in the development of health care policy. We will
promote medical education, training, research, and the continuing education of physicians. We will
communicate clearly and effectively with our members and the public to build awareness of and
support for our goals."
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MMS strategic priorities
•
Strategic Priorities 2013-2014
–
–
–
–
•
The MMS strategic priorities for 2013–2014 are the following: improve health care quality, access, and equity for
patients, while delivering cost-effective care and promoting a sound public health system for the Commonwealth.
In order to advance the mission of the MMS, the goals of our strategic plan will be the following:
Physician advocacy, education, and outreach: advance the position of the MMS as a leader and credible physician
voice at the state and federal level on payment reform, practice innovation initiatives, professional liability reform,
clinical integration options, the impact of variation in care on quality and cost, and access to information
technology.
Patient care advocacy: expand and promote physician-led efforts regarding accurate data for physicians and the
public for quality improvement initiatives, quality and cost performance measurements and measurement
methodologies to help ensure that they are scientifically valid, reliable, and meaningful.
Physician representation: demonstrate that the Society has a valuable impact on physician practices, regardless of
employment structure, by providing practice tools/resources, implementing new modes of education and
communication, and increasing the number of physician members in all areas of the state.
Strategic Priorities for 2011-2014
–
–
–
–
–
–
The Massachusetts Medical Society's strategic priorities for 2011-2014 are the following: improve health care
quality, access, equity, and cost-effectiveness for the Commonwealth and promote a sound public health system.
The goals for our strategic plan rooted with the long-term objective of quality improvement and the effective
control of health care costs include:
Playing a leadership role in developing a sustainable model of health care delivery that will preserve the integrity of
the doctor patient relationship and ensure the best care for patients.
Advocating for practice viability, including appropriate payment reform efforts, professional liability reform, a
sustainable physician workforce and an optimal practice environment.
Remaining fully engaged in the health reform debate and communicating issues to the membership.
Ensuring that the performance measurements are valid, reliable and data are accurate and shared with physicians
in a transparent and meaningful way with the right to appeal.
Promote public sharing of clinical and practice data, including evidence-based guidelines and knowledge through
effective educational interventions, and collaborative efforts.
16
Digital strategy
• Start with vision, mission, and current strategy
• Develop new strategy in alignment with vision,
mission, and values and modified by constraints
• Encompasses use of web, social media, and
mobile to reach target audience(s)
• Start with goals and SWOT
Design
Existing digital
strategy
Goals
Personas
Content
SWOT
Competitive
analysis
Technology
Evaluation
New digital
strategy
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Digital strategies encompass
measurable goals
• Generally to be to be better, faster, or more
– Acquire new audiences
– Retain current audience with new services
– Increase loyalty/page views/followers/etc.
– Increase word-of-mouth and viral promotions
– Improve branding and awareness
– Reduce content creation costs
– Decrease content creation time
– Respond rapidly and effectively to crises
– Increase overall health
18
Ask strategic questions to develop goals
•
•
•
•
•
•
•
Who do we want to reach?
Which products and services can we offer?
Will they be integrated, and, if so, how?
How will content be created or obtained?
Should we charge or seek sponsors or ads?
Is the commitment short- or long-term?
Are we leaders or followers?
• Who do you ask? Internal? External?
19
Brainstorm to develop creative
and perhaps unusual goals
• Henry Ford: “If I had asked people what they
wanted, they would have said ‘faster horses.’”
• Example from Lowell General Hospital
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21
Merrimack Valley Moms
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Modify goals based on constraints
• Internal: organization
–
–
–
–
–
Alignment with vision, mission, and values
Leadership
Budget
Technological knowledge
Fears
• External: target audiences
– Technological knowledge and platforms
– Health literacy skills
– Health conditions
• External: competition
23
Evaluate and prioritize goals
•
•
•
•
•
Are goals realistic and achievable?
How will we measure success?
What else do we need to know?
Who needs to approve?
Prioritize goals based on potential impact and
ease of implementing
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Summary: Goals
•
•
•
•
•
•
Start with vision, mission, and values
Ask strategic questions
Brainstorm and be creative
Modify based on constraints
Evaluate and prioritize goals
Develop measures of success
25
SWOT
Strengths
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.
Weaknesses
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.
Opportunities
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.
Threats
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.
A digital strategy needs to maximize the potential of the strengths and
opportunities while minimizing the impact of the weaknesses and threats
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Course project
• Course project is developing a new digital
strategy for MMS in teams
• Robyn and Frank presented current strategy
• Teams will develop goals and SWOT analysis
– Use worksheet
– Present by developing a few PowerPoint slides for
presentation
27
Teams
•
•
•
•
•
Team 1
Team 2
Team 3
Team 4
Team 5
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