Innovative Solutions for Building Healthy Communities Presentation
 

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At their best, communities are places where we make connections and share knowledge, stories, and support. They are places where we learn and become something greater than we were. They are places ...

At their best, communities are places where we make connections and share knowledge, stories, and support. They are places where we learn and become something greater than we were. They are places where problems big and small are tackled by groups of people working towards a common goal. Join this webinar to learn more about how Salesforce Communities can help you better engage with your supporters and how Health Leads is using Communities to connect patients with the basic resources they need to be healthy. We will also discuss best practices for building a thriving healthy community.


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Innovative Solutions for Building Healthy Communities Presentation Presentation Transcript

  • 1. @SFDCFoundation /Salesforce.comFoundation @SFDCFoundation /Salesforce.comFoundation Innovative Solutions for Building Healthy Communities July 10, 2013
  • 2. 1% Time • Equity • Product 495,000 +Hours Service 18,000 Non-profit organizations $40 M+ Grants
  • 3. Featured Presenters Lisa Hammitt VP, Marketing salesforce.com Zach Goldstein Director, Systems & Technology Health Leads Alexandra Quinn VP, Strategy & Leadership Health Leads
  • 4. Salesforce Communities Engagement Never Stops
  • 5. Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
  • 6. How Do You Communicate the Constituent / Member - Centric Message to Your Communities Buyer? Chief Marketing Officer 7 questions to become a constituent / Member -centric organization: How do you listen to every stakeholders / Member or constituents? How do you engage on every channel? How do you work as a team to reach your mission? How do you service your constituents / members when and where they need it? How do you create client, supporter, member, volunteer, and partner communities? How do you connect your programs and / or services? How do you deliver social and mobile Apps to meet your mission? 5 63 4 7 1 2
  • 7. Become Constituent / Member - Centric with Communities Crowd-source the best solutions / support by engaging the community of supporters and new advocates Engage the entire stakeholder ecosystem to increase cause awareness, program reach, and the power of networks (new advocates). Efficiently identify constituent and advocate needs while identifying program gaps and overlap Leverage your networks for increased visibility and exposure. 5 63 4 7 1 2 Build mission success by servicing your clients / members anytime and everywhere Deliver constituent / service oriented apps that provide expertise and tap into millions of ‘relevant’ conversations Deepen engagement and increase support by engaging your constituents / members across every channel
  • 8. Re-imagine every constituent (member) touch point Donor Engagement Volunteer Engagement Client Intake & Engagement Community Engagement Donor Prospecting Supporter Outreach Program Outreach Donor Service Volunteer Support Client Service Funder & Impact Reporting Outreach / Prospecting Engagement Service
  • 9. What’s in it for my constituents? CMO COO Programs Development CIO What does this person care about? Cause Awareness Prospect Generation Brand Awareness Campaign Success Partnerships Internal Communication Mission effectiveness Efficient case management Better Client Service Ease of Service and Reporting Donor Growth Prospect Growth Brand Equity Organizational Success Innovation Efficiency How do they measure success? Prospect Conversion Program/Donor Response Cause Equity Organizational efficiency Gap Analysis Client Success Retention Resolution Time Fundraising Growth Campaign Success ROI Adoption Up-Time
  • 10. What Challenges Do Communities' Buyers Face? Outreach • Efficiently identifying influencers and active prospects in your issue/ cause • Identifying successful outreach / prospecting campaigns • Unleashing the power of your stakeholder / partner networks to expand your reach Engagement •  Engaging when, where and how constituents need / want it •  Providing access to experts, influencers and staff •  Consistent / member education, messaging and alignment •  Getting real-time community feedback and ideas Service •  Enabling client and constituent self- service / awareness •  Real-time and collaborative case resolution •  Effective peer support •  Sharing resources, ideas and content
  • 11. Cases IdentityCanvasTouch CustomizationCollaboration REST & SOAP APIs Workflow Reporting Communities of Any Type 1 2 3 Communities of Interest Communities of Shared Purpose Communities of Action
  • 12. Communities is built off of the success of Chatter Market Leadership Customer SuccessStrong PR Coverage Magic Quadrant Leader Total Economic Impact #1 Enterprise Social Network Technology of the Year Innovative Company
  • 13. 1 2 3 4 5 MAP – Map out goals INVEST – Invest in a community manager BUILD – Build Community with Community ENGAGE – Engage Hearts and Minds MEASURE – Measure, Learn and Repeat ENGAGE to Build Thriving Communities FIVE STEPS TO CREATING A VIBRANT COMMUNITY
  • 14. . Salesforce Delivers the Requirements for a Successful Community Social Collaboration Branding & Customization Business Processes Mobile Access Security & Reliability Social Intelligence
  • 15. GE Capital: “Builders not Bankers” $400+ Billion in Assets 1 Million Commercial Customers Transforming Relationships through Communities HealthLeads connects patients to doctors and clinics •  College undergrads leverage doctor communities •  Rolling out to thousands of users and praised as the new social model by Michelle Obama •  High improvement in client satisfaction scores
  • 16.     Building  Healthy  Communi2es       Health  Leads   July  10,  2013            
  • 17. The Challenge Doctors prescribe antibiotics to low-income patients living in a car or with no food at home that night. 1 2 3 4 Doctors lack time, knowledge, & support to address patients’ basic resource needs – even though they impact health outcomes & costs. Confidential – Do Not Distribute 17  
  • 18. The Challenge 1 2 3 4 Poor health  poverty  yet worse health outcomes Clinics lack sufficient infrastructure to address resource needs Ex. Boston Medical Center  2 social workers for 24,000 pediatric patients Confidential – Do Not Distribute 18  
  • 19. Study conducted by Harris Interactive on behalf of the Robert Wood Johnson Foundation in Fall 2011 among 1,000 physicians, of which 690 were primary care physicians and 310 were pediatricians.  19  
  • 20. Health Leads envisions a healthcare system that addresses all patients’ basic resource needs as a standard part of quality care Health Leads’ mission is to catalyze this healthcare system by connecting patients with the basic resources they need to be healthy, and in doing so, build leaders with the conviction and ability to champion quality care for all patients. Our Vision and Mission 20  
  • 21. Health Leads’ Model 21  
  • 22. Health Leads’ Model 22  
  • 23. “Health Leads fills the gap in healthcare by providing extra support to patients that the current system doesn’t provide.” --ED of a Health System in Maryland “We discovered together that for our patients, the doctor acting alone is no longer good enough.” --Medical Director in a NYC Hospital Center Impact 23  Confidential – Do Not Distribute “Health Leads helps health care providers to respond to concrete and essential patient needs… [and] frees up enormously valuable clinical time for clinical needs.” --VP of Community Health in a Health System in Boston, MA
  • 24. Expand Health Leads Advise Health Care Institutions Lead The Movement Catalyze Health Leads’ Four-Year Strategic Plan: Expansion and Catalyze the Market 24  
  • 25. LEARN   25   ENGAGE  BUILD  INVEST  MAP   Manage  Clients   Mobile   Build  Community   Hospital  Integra2on  
  • 26. LEARN   26   ENGAGE  BUILD  INVEST  MAP   Clients   Advocates   Program  Manager   Doctors  
  • 27. LEARN   27   ENGAGE  BUILD  INVEST  MAP   Manage  Clients   Mobile   Build  Community   Hospital  Integra2on   Today  
  • 28. What is Next? Health Leads & Sector Evolution Push Evangelizing a Community Approach to meeting non-medical needs Pull 600+ expansion requests Lead Innovation  Care Delivery 28   How  can  we  use  this  approach  not  only  within  health  care  but  also  in   other  sectors  that  serve  vulnerable  popula4ons?  
  • 29. Thank You