New Day had a blast with the series. Check out what they had to say!
Telemedicine--the ability to conduct remote clinical visits through videoconference--is a rapidly growing industry. HealthcareITNews reported that, “The global market for telemedicine is expected to be worth more than $34 billion by the end of 2020.”
One of my clients, the non-profit health insurance fund UniteHere! Health, contracted with a telemedicine provider to help keep their ten thousand New York and New Jersey members away from unnecessary emergency room visits and hospitalizations. The problem was that very few members were taking advantage of the service. With low utilization, UniteHere! Health would end up with little return on their investment.
I got called in to help UniteHere! Health increase utilization of telemedicine among its members because I had worked with them on a project to drive down costs by connecting their membership to primary care doctors and chronic conditions management.
I went straight into the field to test the mobile app, focusing on UniteHere! leaders who I knew would spread the word about telemedicine across the organization--that is, if they liked it. I sat down 1-1 with each member and watched him or her navigate the service on their phones, from downloading the app all the way to having a videoconference with a doctor.
Here are my two major findings that I think will be valuable to all telemedicine or health IT providers who want to get more people engaged with their technology.
To reach the broadest base of potential clients possible, cater to language.
The majority of UniteHere! Health members that I tested the telemedicine technology with did not speak English as a first language. To navigate a website or a mobile app that is written entirely in English is a barrier for immigrant communities. It’s a high hurdle to jump. Equally important, there have to be doctors available who speak the same language as the patients. UniteHere! members who speak Chinese or Haitain Creole would have to be comfortable enough in English to navigate to the menu option that allows them to choose a doctor that speaks their language. And then, radio silence. There wouldn’t be any doctors available.
If telemedicine wants to serve a global population, it can’t be shortsighted about language. Language is essential. In New York City, half of the population does not speak English as home.
2. Scaling the Digital Divide
Invest resources/staff into underserved communities and reap the rewards.
About 50 percent of the UniteHere! members I tested the telemedicine app with were confident tech users. These were the type of people to whom you could say, “Download this app and let me know what you think.” Typically, this is the person that tech developers are designing for. The other 50 percent of UniteHere! members I tested the technology with had never downloaded an application on their smartphones. They needed step-by-step assistance to help them learn how to use it. Once they learned however, they were up and running.
A lot has been written lately about the lack of gender and racial diversity in tech. As CNN Money writes, “After all, engineers build gadgets and software for men, women and people of every color—and a diverse workforce means a more expansive understanding of what customers want.” In this instance, increased diversity would contribute to designing better gadgets and software, and work to get that technology into the hands of “unlikely” customers.
The Opportunity: How might we bring the benefits of telemedicine to underserved communities?
Here is the good news: The UniteHere! members I tested the telemedicine app with uniformly LOVED the service. They loved that if their child got sick in the middle of the night they could see a doctor from home for the cost of a primary care visit, instead of going to the emergency room and paying a much bigger bill. They loved that telemedicine gave them the option of getting a doctor’s opinion on that pesky rash, and even receive a needed prescription, without having to miss a day of work. One UniteHere! member who suffers with chronic conditions said, “I’m a fan of this, and I’m not a fan of ANYTHING.” Another said, “This is like having a doctor in your pocket.”
On top of that, the UniteHere! members who struggled with the technology were completely undeterred from trying to learn it, and were still very enthusiastic about what it could do for them. Some members sat with me for over an hour working to set their mobile accounts up. What should have been a 5-minute registration process took longer. They didn’t have an email address. Or they couldn’t remember the password to their email address. Or they were confused about how to enter their insurance information. At no point did they say, “This app is not worth it. I’m out of here.” They wanted what the technology could provide for them.
The Value of Community Engagement
Telemedicine, health IT, and the tech world in general, would benefit from a strong investment in community engagement. And underserved communities will benefit from technology that they are currently being overlooked for.
A commitment to community engagement would mean that tech companies equip skilled cultural workers to introduce technology in neighborhoods and regions beyond the middle-class tech-savvy markets. This engagement is an excellent opportunity to get product feedback from a diverse range of potential users and get new people onto platforms that they would never know about otherwise. Many community leaders simply need the initial training about the technology and then they are up and running and ready to tell their family, their neighbors, their co-workers, the people they go to church with, the people at the YMCA, and the people who hang out at the local bar or coffeeshop. That is how an intensive community engagement practice becomes scalable.
Something as valuable as telemedicine should be accessible to everyone. Catering to a more diverse clientele is a great way for the health IT industry to bring in more valuable business. It’s a win-win. And I would love to work to make it happen.
Contact me if you are interested in learning more.
To create space for new growth, you have to release what doesn’t serve the bigger vision.
I recently led New Day Church in a Festival of Gifts and Dreams, a workshop series where members identified their individual gifts and their collective dreams in order to build a more powerful church.
Expansion calls for contraction. To have the bandwidth for new programs, worship services and ministries at New Day, members had to think about what current elements of New Day could be released. For example, the desire to create an eco-justice ministry might mean that another ministry would have to end.
The COMPOST PILE was a great visual tool to help people name specific things that they felt New Day needed to release. Members wrote their ideas on paper banana peels and orange rinds, and stuck them on the pile.
Compost is fertilizer. It creates the rich ground that allows new things to grow. Putting stuff in the compost is not the same as putting it in the trash. It doesn’t mean, “This program we’ve been running is worthless and has no value." Instead, composting suggests that a program or a certain style has given its value, and can now serve as life-giving soil to create something new.
New Day members felt empowered by the opportunity to compost that which they felt was no longer serving their church. I can’t wait to see what grows from the soil!
To actualize a dream, you have to know what it is.
Last week, I led a team of New Day members to imagine the future of their church. They imagined walking through the doors of New Day in 5 years. They visualized the people, the worship space, the activity, the smells, the sounds, the sense of touch, and how they felt emotionally.
When they opened their eyes, New Day members got busy using magazines and glue to create individual illustrations of this future church, the church they most want to be.
Then New Day worked together to fashion these individual dreams into a DREAM MOSAIC.
The Dream Mosaic is a powerful tool to align the vision of a team. Using this technique unified New Day members around their common desire to expand and innovate. It showed them ideas and goals with tremendous collective energy. The Dream Mosaic is a strong catalyst, motivating New Day to be accountable to themselves and each other in the work of building their future church.
If you want to leverage the power of your organization and create the deep impact you desire, you have to harness the vision and creativity of your members.
This last weekend, I led New Day in creating an exciting collective vision for their church. More to come!
Tuesday night at New Day Church was AWESOME!
I’m consulting with New Day, a young and vibrant church community, on an overarching strategy to strengthen their ministries and develop deeper leadership within the congregation.
On Tuesday night, I led 30+ congregation members in making a social map for their church. Together, they charted the talents and passions of their fellows and worked collaboratively to group people based on what they love to do.
Now New Day has the prototype for an organizational Treasure Map-- "For where your treasure is, there your heart will be also” (Matt 6:21).
Treasure Mapping is not only a super fun team-building exercise, it gives New Day a dynamic tool to better leverage the creativity of their members and make strategic decisions to grow their ministries.
On Saturday, I’ll return to New Day for a collective visioning session. I’m looking forward to more time with this passionate and joyful congregation!
This summer I consulted with New Day Church in the Bronx on three things I love: organizational strategy, leadership development, and creative empowerment.
Over the next couple weeks, I’ll be leading New Day in a series of workshops that help members celebrate their gifts and talents, illustrate their visions for the congregation, and guide members towards a deeper level of participation in church ministries.
I’m excited to see what happens!
In 2006, I started working as a community organizer in Oakland, California. I spent the first few weeks on the job driving around West Oakland, meeting with church pastors, families who lived in the neighborhood, teenagers at the district high school, and people who ran local service programs. Everyone was talking about the same thing: gun violence and homicides in Oakland. 145 people were murdered in the city that year. Mostly men, these were the lives of sons, brothers, nephews, fathers, cousins. The community was devastated. And angry. And wanted to do something about it.
That’s when I learned about Ceasefire. Ceasefire is a national violence prevention model that grew out of Boston and was gaining traction in other cities, like Chicago. My community organizing network flew the Boston Ceasefire leaders out to Oakland to tell us what they did to dramatically reduce homicide in their city. What I heard hooked me.
Ceasefire is based on the premise that building strong relationships between local community, social services, and police can fundamentally alter patterns of gang and drug violence.
Violence isn’t random. The goal of Ceasefire is to focus on people actively involved in violent circles, in order to interrupt shootings before they happen. What’s innovative is that the Ceasefire model doesn’t target violent offenders in order to to arrest them. The goal instead was to CONNECT them. To connect young people to real job opportunities beyond drug dealing, to connect young people to supportive social services that could help them make different choices, to connect young people to community members who cared about them, and to connect young people to former violent offenders who had changed their lives and who could help mediate conflicts and disputes.
This was different! It was a strategy that wove new relationships between community, social services, and police, to take a stand together, in order to protect and support a group of young men who have been marginalized.
It was hard work to get this new strategy off the ground in Oakland. A lot of people said it couldn’t be done. But my team of community leaders and I met with the police chief, we met with the department of social services, we met with job-training programs, we met with church leaders and community-based programs, and we got them to commit to work together for the Ceasefire violence prevention model. We mobilized thousands of people to stand before the mayor and police in support of Ceasefire. We declared: “This is the new way to handle violence in our city. This is what Oakland should invest in.”
And we won! Oakland hired street outreach workers to build relationships with young people involved in violent circles to interrupt conflicts. The police started partnering with community and social services to connect potential offenders with help. We built an alliance between community, faith leaders, social services and police that hadn’t existed before.
It was an uphill battle, but we slogged along because we knew that Ceasefire was a new chance for Oakland, a new chance for the next generation of Oakland youth. We were saving lives, and we were radically changing the culture of Oakland.
Oakland is still changed. This week, eight years since we started our campaign in Oakland, the East Bay Times ran the headline: "Steps Towards Peace: Ceasefire seen as a cultural shift in Oakland," reporting that Oakland has a 30 percent decrease in homicides. The article states that Oakland has undergone a transformation, that the city is different because of its commitment to build new relationships and persevere to achieve new outcomes for the people who need it most.
I’m proud to have worked, with community leaders, to catalyze this change. I’m proud that over time (which is how culture change works!), we moved Oakland towards more peace and justice for the families and communities who deserve it. Bravo, Oakland!