The document provides an agenda for a webinar on digital engagement for health care hosted by Soshal Group. The webinar will feature presentations from representatives of the Canadian Medical Association and Children's Hospital of Eastern Ontario on their experiences with digital engagement. It will also include a presentation from Paul Dombowsky of Soshal Group on best practices for digital engagement strategies. The webinar aims to discuss how organizations can better leverage digital tools to engage with stakeholders and explore tactics for inclusive outreach.

1. Architect Opportunity.
Digital Engagement for
Health Care
October 17, 2012

2. 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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3. Our mission
We architect opportunities for our clients, our team,
and our community.
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4. Today’s agenda
11:30 – 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
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12:45 – 1:00 Q&A

5. 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?
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4.Who is using digital engagement well? What results are
they tracking?

6. Introductions
Pat Rich
Director and Editor in Chief, Online Content
Canadian Medical Association
Ann Fuller
Director, Communications and Public Relations
Children’s Hospital of Eastern Ontario (CHEO)
Dave Hale
Chief Executive Officer
Soshal Group
Paul Dombowsky
Founder/CEO, Ideavibes and Fundchange 6
Digital Engagement Lead, Soshal Group

7. 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
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•Over 20 hospitals

8. Asking questions
During 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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9. 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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10. The Canadian Medical
Association and digital
engagement
Pat Rich – Director, CMA Online Content

11. Introduction
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12. 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
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•Developed SM guidelines for members 2011

13. 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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14. 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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15. …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 resourcing
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16. 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 16
•Launched pilot Twitter account (@cmaer)

17. 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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18. 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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19. 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
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•Dedicated resourcing for community manager to
support Asklepios

20. 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)
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•Proper metrics to measure success

21. 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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22. What we didn’t use
1.Blogs
2.Facebook
3.LinkedIn
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23. 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
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•Recognized need for dedicated internal resourcing

24. 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)
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•Continue to be strategic

25. 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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27. 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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28. 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, 28
discussion of patient non-specific issues should be encouraged
7.Share our experiences

29. Social media approach
Phase 1: Foundation building
Phase 2: Pilot programs
Phase 3: Expansion
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30. Foundational elements
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
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31. Foundational elements
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
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32. Pilots
•Patient support
•Patient care
•Staff engagement
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33. Staff engagement
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34. 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
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•Conversations can be secure within organization, or securely
within a group

35. 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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36. Texas health
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37. 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
Benefits
Better 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.
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Open: Breaks down organizational hierarchies and fosters dialogue
between experts.

38. 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
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•Yammer superstars

39. 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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41. Digital Engagement Practice
Paul Dombowsky

42. 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 42
• Measurement and metrics

43. Digital engagement map
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44. 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 44
from the peer-to-peer nature of involvement
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45. The role of social media
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46. Digital Engagement - 4 pillar strategy
What is Who are What are the How are the
being said – your nature & type conversations
what is the stakeholde of conver- motivating the
context? rs? sations you community to
are having? engage and
expand the
community 46

47. Crowdsourcing
Crowdsourcing has a lot to offer the health care sector
– it is lagging behind other industries
Docpeers.com – problem solving network for health care
Eurekamed.com – open call for medical inventors – crowdsourcing solutions
Consider crowdsourcing for:
• Problem solving
• New care models
• Organizational alignment
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• Running challenges to find solutions (financial incentives)
• Process improvement by employees

48. 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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49. DE Assessment
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 49
organization
Level IV All or almost all of this target audience is being reached and most are engaging with the organization

50. 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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51. 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) 51
5.Recommendations for moving forward

52. Health e-Community
We 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
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•Check out the Community for Soshal’s new Online Assessment Tool

53. #HCSMCA
Join the conversation every Wednesday at 1pm ET
#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 ET
Follow the hashtag.
Join the weekly chat.
Share your knowledge.
Tap into the community.
Search the archives. 53
http://cyhealthcommunications.wordpress.com/hcsmca-2/
Add a topic.
Attend a meet up.

54. Ottawa | Toronto
Architect Opportunity.
HEADQUARTERS
Ottawa, Ontario
202-1339 Wellington St West | K1Y 3B8
1.855.476.7425 | info@soshalgoup.com
@SoshalGroup | fb.com/SoshalGroup 54