Ian Petty, Author at Jarrard Inc

Tired of Being Your Hero

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Note: This piece was originally published over the weekend in our Sunday newsletter. Want content like this delivered to your inbox before it hits our blog? Subscribe here.

Healthcare workers are leaving.

They’re citing burnout, stress, safety, moral harm – and in some cases a desire for “personal freedom” over all else. They’re answering the question, “Is it worth it?” with a decisive, “No.”

Many are leaving because they cannot spend another day watching patient after patient die unnecessarily. Others have decided their career isn’t worth the vaccine. Logs on that particular fire? President Biden’s new mandate for large employers that will force even more people to make a choice. All told, the consequences for healthcare are severe – moral injury for healthcare workers, frightening staff shortages for providers and the public and long-term questions that will likely affect how all of us receive care.

Our latest Special Report homes in on the massively complex problem of clinician burnout. It’s a big read with some strong takeaways – definitely worth taking 15 minutes to digest.

Meanwhile, for a fascinating behind-the-curtain look at how doctors and nurses are expressing their burnout online, check out our Q&A below with Dean Browell. He’s a digital ethnographer and principal at Feedback, a social listening firm that digs into how what we say in the digital realm translates into how we behave in the physical world. And, he’s been tracking the issue of burnout among the healthcare workforce for years.

The Genie’s Out of the Bottle: What Clinicians Are Really Saying Online

(Five-minute read)

Jarrard Inc.: You’ve been tracking burnout in the healthcare workforce for years. Give us a bit of the back story.

Dean Browell: There’s been two different arcs with nurses and physicians, which have developed a little differently over the past 18 months.

Browell

Starting with nurses, about this time last year there was a larger burnout effect that in some ways was getting stoked by the heroes messaging that was finally starting to get a little stale. The pushback started with nurses, who are the most vocal group in healthcare, maybe even more than patients. They have their own message boards and have for years. They had some of the first Facebook groups because they all had .edu email addresses.

This time last year there was this perception that all of healthcare was being treated the same publicly, but in those groups, nurses were asking whether it really was the same to work in one organization or the other. For providers this meant that nurses considering a move represented an opportunity to attract and retain or a threat that the grass might be greener somewhere else.

Jarrard: What are the nurses expressing today?

DB: There’s more outright discussion that, “Maybe this entire industry isn’t for me.” What was first anger towards a larger or more nebulous idea – like administrators or how people are handling things on a macro level – is now towards the patient. Before, it was being angry at the virus and potentially how your hospital handled something. Today people are wondering if they can continue and serve a public that is, in their mind, willingly putting themselves at risk and creating this situation. It’s a very different burnout. And it’s a much harder equation from a retention and a recruitment standpoint for providers.

Jarrard: How are nurses talking about those concerns?

DB: In the beginning, nurses often had two distinct online personalities. There’s the online personality of “capital N” Nurse in front of everyone on Facebook versus on the American Nurses Association message board where they’re talking amongst themselves. Last year, those two faces began to collide. What we saw for the first time last fall was nurses on Facebook talking about union meetings. Typically, that would be relegated to the nurse message boards or discreet groups. We saw nurses not just take the platitudes about heroes and say, “Thank you. It’s been a lot. We have to push through this” like they did last summer. Instead, suddenly, you had them openly criticizing things they normally never would have discussed with their public-facing persona.

Jarrard: What’s the background on physicians?

DB: Usually what we saw is that physicians would pop up every now and then during a career change asking about the schools or nightlife in a particular city they were considering. “Hey, I’m thinking about moving to the city, what’s the orthopedic scene like?”

In August of last year, though, we saw physicians poking their heads up for the first time with the general public. They were offering their own statements and being a bit more forward with their own name at stake. That was different. And we saw this happening in some unusual places like threads of Reddit – that almost never happened before.

Jarrard: Same question – where are physicians today?

DB: They stepped out last August and they’ve stayed out in the public square since then. Now, like nurses, we’re seeing that they’re not just saying, “Hey, I have a stake in this, and I’m trying to help you navigate misinformation.” It’s not just a benign educational leadership approach like it would have been a year ago. Now it’s taken on an angrier or more exasperated tone that we haven’t heard out loud.

Jarrard: Nurses and doctors are coming from different professional and financial statuses. Does that affect how they’re able to respond?

DB: It manifests in the freedom to talk in a certain way. The physician discussion we’ve seen has still been very high level. “Here’s my take on what’s happening” as if they’re giving a comprehensive analysis of the moment. Contrast that with the nurse that says, “I just took my first break in eight hours.” Physicians take more of a punditry angle, whereas the nurses’ perspective is more in the moment.

Jarrard: Is this shift in tone and the level of engagement permanent or will it recede?

DB: For the most part I expect the physicians-as-pundits to eventually fade. Their level of connection online may stay, they may reappear when there’s something big they want to speak their mind about. But from a day-to-day perspective I’d expect that genie to go back into the bottle.

On the nurse side, I doubt the genie that will go back in the bottle – because of how open nurses are being today – is this idea of the two personas. There’s the happy-go-lucky, “I love that I’m in healthcare!” and “Here’s why I’m a nurse,” that is presented to family and friends, versus what they were saying in private among peers. You can’t unwind that clock now that they’ve been this exasperated publicly.

Jarrard: What does it all mean for the healthcare workforce going forward?

DB: This will have a freezing effect of some sort. It’ll be fascinating to watch enrollment in nursing programs. It was on a fast track for the last three years in order to meet the demands. We do a lot in higher education and there are some robust nursing programs having trouble meeting their enrollment numbers.

The question is turning into, “Who do you want to do this for?” And the feelings of betrayal and burnout change that conversation. I think it’ll have a freezing effect on the creation of a new nurse population.

Jarrard: We’re also seeing indications that people at the other end of their career are getting out. What does the situation you’ve described mean for them?

DB: It’s how many people leave the industry completely and how many leave the center of the industry. It’s people saying, “I’m going to find a nice, quiet CVS somewhere.” There’s this idea of decentralization of demand for healthcare services where it’s coming out of the hospitals and moving to those outer rings. It’s dangerous for hospitals because there was already attrition due to these alternative models. But now and over the next 18 months the threat is greater with people looking to leave completely or say, “How about I just not stand in the center of the storm?”

Jarrard: How can healthcare providers respond to this shift?

DB: Health systems have an opportunity to do better because of their sheer size. They can talk about what it’s like to work for the system in different roles. People will gripe about robbing Peter to pay Paul, but showcasing lateral movements that improve quality of life is one way that systems can cope.

Jarrard: What about smaller hospitals?

DB: Community hospitals will be the hardest hit because there’s almost no lateral movement available. For them, it will be about improving the situation. Maybe it’s investment in telehealth or to try and not be so ER-focused to remove some of that constant pressure. But it’s not an easy solution.

Jarrard: Last category: What’s the approach for those non-traditional or health services providers that aren’t in the center of the storm?

DB: We just finished a study for an orthopedic group that’s branching out towards a major metro area where they’ll be competing with some big systems. They’re going to have a fantastic story because they can recruit nurses who are desperate to get out of the ER by showing them what it’s like in an ortho urgent care by comparison. For these specialty practices it’s saying, “Hey, stay in nursing but come out of the storm.”

Jarrard: One of the consistent themes in our interviews is that it’s not about the money, but money is a major factor. Where does compensation come into all of this?

DB: Something that hasn’t come to healthcare is the concept of hazard pay. Of all industries you’d think it would be there for healthcare. That may start to happen, especially in systems that can only offer so much lateral movement. Maybe it comes into play between telehealth and in-person care in the ER or trauma.

Jarrard: Anything else? What are we missing?

DB: We may see an effect on M&A, too. If a system is looking at three different hospitals with similar profiles but one is an absolute powder keg in terms of its workforce, that would probably make it very easy to choose a different acquisition. It’s a different metric than most systems have looked at in the past. The focus has been on heads in beds. But looking at the distressed asset from the workforce standpoint will change the game a bit. The question will be, “What can our system sustain in terms of volatility, whether it’s attitude or behavior? Can we repair the culture or, even though it makes sense on paper, should we walk away because it will never fit?”

Ian Petty In Firm News

Leading Healthcare Consultancies Launch Organization to Chart Path Forward for Rural Healthcare Providers

Unique social enterprise approach needed as rural hospitals face record closures, unprecedented pandemic stress

RALEIGH, NC, September 9, 2021 – A consortium of national healthcare consulting firms with a long history of serving rural healthcare providers today announced the launch of a collaborative organization built on the common mission of shoring up healthcare delivery for the 20 percent of Americans living in non-urbanized areas.

The Rural Healthcare Initiative (RHI) will offer a single point of contact where the leaders of struggling hospitals and health systems can tap into more than 150 years of combined experience in strategy and planning, physician alignment, practice management, facilities, operations, finance, law and regulation and communications and share experience and knowledge.

According to the Center for Healthcare Quality and Payment Reform, more than two in five rural hospitals could be facing closure, on top of the more than 130 that have closed in the past 10 years. “Rural hospitals don’t have the staff to keep on top of every industry trend, so they end up cobbling together an assortment of consultants who provide niche expertise,” said Dawn Carter, founder and senior partner at Chapel Hill, NC-based Ascendient, a top-ranked strategy and planning firm devoted to community-based healthcare providers. “Unfortunately, that siloed approach to consulting support is costly, slow and management-intensive – three things that a rural hospital can least afford in a moment when so many are at risk for near-term closure.”

To broaden its impact, RHI includes a 501(c)(6) nonprofit educational arm that will provide practical training and tools to rural healthcare leaders as a means to learn from and deploy best practices. Founding consultancies have committed a portion of their own resources to launch this nonprofit educational program. In addition to the 501(c)(6), the collaborative will offer consulting services aimed at delivering efficient, cost-effective management solutions.

“We started with the mission of strengthening rural healthcare providers and then asked ourselves how we could deliver on that mission with maximum reach and sustainability,” said Robert Wilson, Raleigh-based partner at national law firm Nelson Mullins. “By structuring RHI as a consulting collaborative with a nonprofit arm, we see the opportunity to provide a much more cost-effective solution for rural clients while creating a funding stream to advance our core aim of providing education and best practices for these healthcare organizations. It’s this approach that makes RHI unique, with our group the only one in healthcare consulting using the social enterprise model at this scale.”

Other founding members of the RHI collaborative are Charlotte, NC-based Criterion Healthcare, which offers facility development and financing consulting, and Richmond, VA-based Health Management Resources, which focuses on physician practice and network management services. The group also receives support from Nashville, TN-based strategic communications firm Jarrard Phillips Cate & Hancock.

About Rural Healthcare Initiative:

WIth a mission to secure the future of rural healthcare in the United States, RHI is a consulting collaborative formed by professionals at Ascendient Healthcare Advisors, Criterion Healthcare, Health Management Resources and Nelson Mullins, with support from Jarrard Phillips Cate & Hancock. Nonprofit educational programs are carried out under the auspices of a registered 501(c)(6) organization based in North Carolina. For more information, please contact RHI online or email info@ruralhealthcareinitiative.org

Ian Petty In High Stakes, , Quick Think

Now’s a Good Time to Not Say Dumb Stuff

Note: This piece was originally published over the weekend in our Sunday newsletter. Want content like this delivered to your inbox before it hits our blog? Subscribe here.

The Big Story: The Science of Masking Kids at School Remains Uncertain

Inconclusive doesn’t mean invaluable. True, inconclusive results from scientific studies often get put on the back shelf and don’t make their way into published results. But last week when the CDC skipped over results from studies casting doubt on how much masks really do benefit young kids – it was a flat-out communications snafu.

What it Means for Your Health System

(3-minute read, 22-minute podcast)

Brilliant, experienced people across the country keep forgetting this basic lesson: Pause. Consider the consequences. Speak.

Examples? There are plenty:

The CDC is “file drawering” data that shows the science of masking kids in schools might not be as settled as they’ve maintained.
Hospital advocacy groups are responding to specific, reasonable questions about price transparency with, “It’s really hard.”
The FDA gave accelerated approval to a “blockbuster” Alzheimer’s drug against its own committee’s recommendation and then responded by doubling down.
Last year, public health leaders told everyone to hunker down at home in all circumstances – with a sudden carveout for social justice protests.
Local officials reopened bars and restaurants before many other businesses with convoluted explanations why drinking on a Saturday night was totally fine as long as it concluded by 10 PM. Cheers? Maybe not.

Each of these decisions was made with good intent. Some on compressed timelines with uncertainty swirling. Others were crafted in the heat of the moment – but here’s the problem: Often, those moments were either avoidable or could have been at least somewhat predicted.

On top of that, these conversations are happening at a time where people are inured to bad news. We’re sapped emotionally to the point we aren’t responding normally to tragedy – in fact, we’re not responding to tragedy. We’re out of empathy. That means getting a critical message across may be harder than ever because people either won’t respond or will respond with skepticism.

This bleak picture coupled with missteps by the groups mentioned above are a warning to communicators about the risk of being unclear. Here are five pointers that hold true whether dealing with the heat of a crisis or a thoughtful explanation of a long-running issue like pricing:

Get accustomed to overexplaining things. Don’t assume your audience knows everything. The CDC and FDA, should know by now that very few people deeply understand science; therefore, simplicity and repetition are key. Same goes for the rest of us. Hand waving and saying, “It’s complicated but trust us” doesn’t cut it. Use simple language and repeat the message with empathy toward your listeners.
Know your audience. Understand who you’re trying to reach, their concerns, barriers to communicating with them and whom they trust. Prepare to communicate with them on issues that matter to them through their preferred channels.
Slow down (a little). You know to “tell your story or someone else will.” That doesn’t mean “say anything just to fill the space.” You may feel like you don’t have time, but trust us, you’ll spend more time cleaning up the mess if you’re sloppy the first go around. Pause to give everyone at the table a moment to consider and make sure you’re addressing the real issue.
Consider the consequences. Having understood your audience and slowed down to consider what you’re doing, think through how the message you’ve crafted is likely to be perceived. Anticipate questions. What holes will people on the receiving end try to poke in your message? Responding to questions by saying something is “really hard,” or that “hospitals are trying but maybe we should scrap the whole system,” looks like you’re spinning. You’re certainly not addressing the concerns of actual patients whose lives and wallets are at stake. To be clear: Don’t shy away from offering the kind truth and standing up for what you think is right. Acknowledge concerns; don’t brush them off.
Don’t be just truthful. A favorite phrase around Jarrard is “responsible transparency.” It’s the idea that we should offer more information than we’d like to because it builds trust and gives our audiences a more complete picture. Even when the information might not be what we want it to be. When the CDC fell down with the masking story, they weren’t fudging the numbers or hiding data that showed masking has negative effects. It appears they were just trying not to muddy the water. But this is a national debate about the safety of our kids and, despite the insane heat of that debate, it’s crucial to show your work, warts and all.
Know that some people will misconstrue, misrepresent and mislead. There are trolls and click-bait artists who will come after you no matter what. You can’t reach them. Don’t let them stop you from doing the right thing.
Speak with kindness and empathy. We know, a lot of us are running out of empathy. Here’s good advice from a commentary in The Wall Street Journal: “Healthcare professionals have a challenging obligation to work to understand where people are coming from, build a relationship, address their fears to help them understand, gently correct information that is wrong, admit when medicine was wrong and medical authorities misled people, motivate them based on their needs, and develop networks of support in the community.” Amen to that.

Ian Petty In High Stakes, , Quick Think, Strategic Positioning

Payers Singing from the Same Hymnal: A Q&A with Wendell Potter

Note: This piece was originally published over the weekend in our Sunday newsletter. Want content like this delivered to your inbox before it hits our blog? Subscribe here.

Editor’s Note

Call it perfect timing. Last week, when the nation’s largest provider in California and Anthem Blue Cross finally inked a deal after months of escalating friction, we’d just dotted the final I and crossed the final T on our Special Report on payer-provider tension. Check it out and then chase it down with our Q&A with noted author, speaker, Congressional witness and consultant Wendell Potter. He spent years leading comms and PR at Humana and Cigna before leaving to advocate for healthcare reform and shine a light on how payers operate.

Jarrard Inc.: We talk a lot about the increased scrutiny on providers, and not just from insurance companies – also from media, advocacy groups, Congress and the White House. What are you seeing?

Wendell Potter: There’s a decline in favorability because of news coverage over the past several weeks, months and even years. Part of it is the result of an ongoing campaign by payers to point the finger of blame away from them. Insurance companies are quite adept at shaping the conversation. They’ve spent a lot of time trying to make the public think that they are largely blameless for any ills in our system.

Jarrard: What is it about providers that makes them a target?

WP: One thing is that they have brick-and-mortar facilities. They’re seen, they’re ever-present and we need them. Insurance companies are not that way. People can assume they have good coverage and pay little attention to the name on their insurance card. So it’s less visibility, less awareness, even on lawmakers’ minds. A decade ago, during the debate on the ACA, insurers were under more scrutiny than they had been in a while or have been since. But a lot of the attention has been shifted in subsequent years to rising healthcare costs. The insurance industry has been quite successful in getting everybody to focus on rising cost of hospital care and pharmaceuticals. It’s playing out in what Congress is paying attention to right now.

Jarrard: Why are health insurance companies so good at creating this public narrative?

WP: They’re able to get everyone to sing out of the same hymnal. It’s interesting because AHIP has a pretty diverse membership – non-profits and for-profits of different sizes. But they’ve been good at forcing message discipline and being perceived as the ones wearing the white hats.

For them it’s an absolutely necessary strategy where it might not have been for others in healthcare. I don’t think others have understood the vital importance of doing what the insurance industry does day in and day out. Essentially, insurance companies are not necessary. We’ve got evidence around the world that health systems can get along quite well without them, so they have to have an ongoing campaign to make people believe they offer a very good value proposition. And they’ve been hugely successful in doing that.

Jarrard: We recently asked the public who they blame for the high cost of healthcare. Insurers came in at 30 percent with providers at around 15 percent. People trust their doctors and are more likely to blame insurers than hospitals, but in our view, providers need to cultivate that trust, not rest on it.

WP: I think that’s absolutely right. If you were to do a comparison of what you’re finding now, versus what it was a decade or two ago, you’d see some changes in attitude. The losers have probably been on the delivery side. Insurance companies have always brought up the rear in terms of public opinion. We want insurance to pay our bills and get out of the way. There is a lot of work that needs to be done on the part of provider organizations to rebuild trust with the American public.

Jarrard: How do providers do that? What can they do to tell better stories?

WP: It goes back to value proposition. There needs to be renewed focus on crafting messages that resonate with the public about what the value proposition really is. It’s always useful to have individual stories and throw in data. But if you just lead with data, people’s eyes glaze over. So it has to be packaged in the right way.

Jarrard: What are two or three types of data that providers need to really build that message?

WP: Something along the lines of population health. Talk about what your system is doing to improve the quality of life in the communities that they serve. You can get into wonky topics like social determinants of health without using that term. It can be important for community leaders at every level to understand what you’re doing, how the work that you’re doing improves quality at the individual level and for people who live in the area that you serve.

Another thing is highlighting good work. When an insurance company is giving money to a group in whatever city, they’ll have a press release. They’re always out showcasing their charitable contributions and what they’re doing. You can’t overstate the importance of things like that.

Ian Petty In High Stakes, , Quick Think, Surveys

Delta Survey Says: People Are Angry, Patients Are Nervous

New Jarrard Inc. Poll: Six Insights into What Healthcare Consumers Are Thinking

(4-minute read)

As the Delta variant raged hot this week and hospitals began to curtail services, we asked 1,200 US adults about their thoughts and feelings about the pandemic*. Here’s what stood out:

Nearly three in 10 people say the current COVID-19 situation has them less likely to seek in-person care.
Telehealth is sounding better to many, with more than four in 10 saying today’s environment makes them more likely to go that route.
About half of those who aren’t vaccinated are dug in to their position. In fact, they’re so dug in that many of them say they’d leave their jobs rather than comply with an employer mandate.
Sixty percent of the people who are vaccinated harbor some ill will towards those who aren’t.

Several questions continue threads we’ve been pulling in our various consumer surveys over the past 16 months. In each, we want to understand people’s feelings of safety in different settings. (See findings from last April, August and this January.)

Here’s the latest healthcare consumer intelligence:

In-person care has some people nervous. We asked consumers if the current COVID-19 situation has changed the way they’ll seek non-emergency care – in person and via telehealth. Twenty-eight percent said they’re less likely to pursue in-person care. A smaller proportion is actually more likely to seek in-person care. (Yeah, we don’t get that either. Maybe they think wait times will be shorter?) But, the largest shift is in the wrong direction – a tough situation for providers who had a taste of returning volumes this year and now may be facing the need to scale back services due to the latest surge.

Does the current COVID-19 situation affect the likelihood you’ll seek non-emergency medical care in person?

Bar chart representing individuals' levels of comfort in-person

On the other hand, it looks like providers can expect an uptick in patients seeking remote appointments, as 44 percent said the current situation makes them more likely to pursue the virtual route. It’s a great reminder that telehealth needs to stay front and center. Marcom teams should play a strategic and tactical role here, helping shape public perceptions of safety, comfort, convenience and different options for care. It pays to keep patients abreast of any changes along the entire care process – from scheduling to arrival to checkout and billing.

People feel a bit safer in public places now vs. January and continue to feel safer in medical settings over other locations. We’ve been asking this question for the past year. Overall, people’s feelings of safety are up roughly one point from eight months ago, based on our 10-point scale with higher meaning safer. It’s something, but not a lot to bank on.

On a scale of one to 10, how safe do you feel going into…

Horizontal stacked bar graph representing individuals' feelings of safety

Vaccines and masks help allay fear. Many providers are already taking valuable safety approaches that their patients appreciate. But we wanted to dig deeper into respondents who are iffy about their feelings of safety in medical settings.

Asked what factors might help them feel better about in-person care (for non-emergencies), one of the top signals that cohort is looking for is a vaccine mandate.

We’re well-aware that many hospitals are struggling with the decision to implement mandates for employees. It’s a tough call. Still, in the public’s eye, mandates are vital to ensuring their comfort in your facility. Almost eight in 10 respondents in our January poll said that vaccinations should be required for healthcare workers – and this remains a consistent theme. So if you’ve got one in place, make sure you let the people know.

Other top factors in increasing feelings of safety were:

Isolation of infectious diseases in separate facilities
Masking requirements for everyone in the facility

Vaccine resistance is hard-baked for a small but notable percentage of respondents. Almost 70 percent of respondents said they were either fully or partially vaccinated, perfectly in line with CDC data out this week. We asked the remaining percentage about things that might help move them towards vaccination. For about four in 10 – or 13 percent of all respondents – the answer is, pretty much nothing. In fact, we asked if an employer mandate would increase their likelihood and phrased the options as “Yes – I’d do it to keep my job,” “No – I’d leave my job,” and “unsure.” Forty-six percent of the unvaccinated said they’d leave their job rather than comply with a mandate.

For providers, that unfortunate finding is a reminder to spend time and resources where you can make change happen, because there are corners of the community where you can’t.

Would you be more willing to receive a COVID-19 vaccine if…

Stacked bar graph representing what changed individuals' minds on getting the vaccine

Those who are vaccinated aren’t thrilled with those who didn’t get the jab. No surprise, our country is divided. Sixty percent of the vaccinated said they’ve become angrier at those who aren’t since news hit of the Delta variant surge. That anger extends to the medical community, including the doctors and nurses caring for those patients who made the choice – sometimes loudly – to avoid vaccination. Each day, these professionals see the accusations and misinformation. Then they come to work to deal with the avoidable consequences of it all.

Marcom leaders need to continue keeping open lines of communication with staff, keep support resources in place and simply be aware that it’s happening.

Have reports of the Delta variant changed your opinion of those who choose not to get vaccinated?

Bar graph with navy bar representing 51% "I'm more upset," orange bar representing 10% "Wasn't upset but am now," green bar representing 17% "I'm less upset," and light blue bar representing 23% "I'm not upset"

People think the worst is behind us…barely. On a brighter note, a slight plurality – 39 percent – said that they think we’re on the right side of this pandemic. Wishful thinking? TBD. Let’s hope they’re right.

Do you believe the worst of COVID-19 is behind or ahead of us?

Donut chart with green color representing 30% "unsure," orange color representing 39% "behind us," and navy color representing 31% "ahead of us"

*Online poll of US adults ages 25 and up, fielded Wednesday, August 4

Gender: 53% M / 47% F

Ethnicity: 67% white / 13% Black / 12% Latino/Hispanic / 4% Asian

This piece was originally published over the weekend in our Sunday newsletter. Fill out the form for full survey results.

Ian Petty In Firm News

Former Mayo Clinic Visionary Affiliates with Jarrard Phillips Cate & Hancock

Lee Aase founded Mayo Clinic’s renowned social media/digital innovation programs

BRENTWOOD, Tenn., and Chicago – Lee Aase, a widely recognized trailblazer who has led the healthcare industry in embracing social and digital media platforms, is partnering with healthcare strategic communications consultancy Jarrard Phillips Cate & Hancock, in an of counsel role, the firm announced today.

Jarrard Inc. ranks nationally as a Top 10 communications firm and works exclusively with healthcare providers in moments of significant change, challenge and opportunity. It has been expanding its expertise in healthcare digital marketing to help clients reach consumers and other stakeholders more efficiently and effectively.

Aase retired today from a successful 21-year tenure at Mayo Clinic, where he most recently served as communications director for social and digital innovation and as director of the Mayo Clinic Social Media Network – an industry-leading global network that has helped healthcare professionals and organizations leverage the power of social media.

“We are encouraged, and challenged, by the number of outstanding providers who are dedicating renewed focus and resources on digital channels to affect real change in healthcare,” said Jarrard Inc. President and CEO David Jarrard. “As a pioneer in the field for two decades, Lee’s extensive background in digital strategy is indispensable for our clients, whether their needs are related to patient acquisition efforts, issue navigation or seizing new opportunities to make the delivery of healthcare more accessible and equitable.”

In demand on the conference circuit, Aase has spoken to audiences and advised organizations on social and digital strategy and practice in 40 states and 12 countries on five continents. In 2014 he was appointed to a two-year term on the World Economic Forum’s Global Agenda Council on Social Media. In 2018 he received VitalSmarts® certification as a trainer in the Getting Things Done (GTD) methodology for stress-free productivity.

“In my experience, it’s critical that any investment in tech or digital strategy support your business goals and values,” Aase said. “I am delighted to be joining such a well-established and forward-thinking firm as Jarrard Inc. and to be able to help clients solve the puzzle of leveraging technology in a way that works for them and their patients.”

Prior to joining Mayo Clinic in 2000, Aase spent 14 years in political and government communications at the local, state and federal level.

Jarrard Inc.’s growing Digital Team is led by nationally known digital transformation expert Reed Smith, who helps clients ask themselves, “How do people want to connect with us?” and then builds a plan using digital tools to make those connections. The team’s work lies at the intersection of change management, patient experience, and consumer behavior in healthcare.

Smith, in addition to founding the Social Health Institute, is a founding advisory board member for both the Mayo Clinic Social Media Network, and the health & wellness track at the SXSW® Interactive Festival.

“Lee is unparalleled in his knowledge,” Smith said. “Having worked with Lee extensively over the years, we both recognize that the past year and a half revealed in new ways the profound importance of mission-driven healthcare and reminded us that no matter how large or small the organization, healthcare is local and personal. We need to reach people where they are.”

About Jarrard Inc.

With offices in Nashville, Tenn. and Chicago, Jarrard Phillips Cate & Hancock, Inc. is a U.S. Top 10 strategic communications consulting firm for the nation’s leading healthcare providers experiencing significant change, challenge or opportunity. Founded in 2006, the firm has worked with more than 600 clients in 45 states and served as a communications advisor on more than $60 billion in announced M&A and partnership transaction communications. The firm specializes in M&A, change management, issue navigation and strategic positioning. Jarrard Inc. is a division of The Chartis Group, one of the nation’s leading healthcare advisory and analytics firms.

For more information, visit jarrardinc.com or follow us @JarrardInc.

Ian Petty In High Stakes, , Quick Think

Death by Misinformation: Five Ways Providers Can Fight Back

Note: This piece was originally published over the weekend in our Sunday newsletter. Want content like this delivered to your inbox before it hits our blog? Subscribe here.

Scroll to the bottom for a podcast and question of the week.

The Big Story: Surgeon general issues warning about sharing health information on social media

Male with grey hair in U.S. Surgeon General uniform sitting in front of a blue backdrop with the words "State of the Union" repeated; play button hovering over face

The US Surgeon General urged social media companies to do more to combat rampant sharing of health misinformation. It was a slight walk-back from the President’s earlier comments that tech companies are “killing people” by allowing misinformation to be propagated on their sites. (Biden has also softened his statement.) Then, on Thursday, Senator Amy Klobuchar put forward a bill that would “strip online platforms such as Facebook Inc. and Twitter Inc. of their liability protections if their technologies spread misinformation related to public-health emergencies.”

What it Means for Your Hospital

(2-minute read; 18-minute podcast)

Can your clinicians go toe to toe with Dr. Facebook? Yes and no.

Yes, doctors and nurses remain highly trusted when it comes to health information. But both younger and lower-income demographics express less trust in their doctor. Fewer young adults have a primary care provider than do older generations. And the percentage of people who consider healthcare overall in the U.S. “good or better” has dropped below pre-pandemic levels.

There’s been a shift in the relationship between patients and the medical community. It’s less personal, more transactional. At the same time, people are forming strong online relationships, turning to Facebook and the like to find, validate and act on information.

The national buzz is heating up on how we should combat misinformation and the relative contribution of individuals, tech companies and government.

But closer to home, do local healthcare providers have a responsibility to step in and correct misinformation their patients may be receiving? And how can the marcom pro on the ground help stem the tide of misinformation on vaccines or any other topic? This may help:

Get in the fight. After an exhausting year putting out hour-by-hour information, many marcom teams have refocused this year on other critical issues facing their organization. But you’re needed, spreading as much good information as possible.
Activate your existing supporters. You can’t do it alone. The good news is that you have an army of brilliant and enthusiastic people with credibility to help. Your clinicians and your patients themselves. Help them all to spread the word. Provide tip sheets with do’s and don’ts for talking to friends and family.
Similarly, use relationships where they exist. On the latest Touchpoint podcast, pediatric gastroenterologist and digital health expert Dr. Bryan Vartabedian said while he’s not normally involved in the vaccine conversation with patients, he has persuaded many skeptical teens to getting the COVID-19 jab just as part of the “one-on-one connection, the grassroots-level conversation” during a visit. So, yes, despite the trends we noted above, the doctor-patient relationship isn’t dead, yet. And that white coat can also exert significant influence outside of the exam room – with friends and neighbors.
Go where they are. You’ve got a well-designed Facebook page for your organization. But just how accessible, friendly and conversational is it? Review your online properties and make sure you’re not just using them as a bulletin board to highlight Heart Health Month. Then, see where you can expand – we’re looking at you, TikTok. Create engaging posts for the channels where your patients spend their time. Might feel weird at first, but it puts the information in the right spot – and your team might have some fun along the way. Be sure to tell your patients about these channels so they know to look for you and spread the word.
Partner up. Early in the pandemic we saw public collaboration between otherwise bitter rivals. Now might be a good time to bring that back. Think about how powerful it would be for the public to see two competing hospitals standing side-by-side. Then, call your peer down the street and invite them to join forces. Maybe even choreograph some TikToks together.

Want more? Check out the 18-minute conversation featuring Jarrard Inc.’s Kim Fox and Tim Stewart:

Ian Petty In Firm News

Jarrard Phillips Cate & Hancock, Inc. Adds Four to Team as Healthcare Providers Increase Focus on DE&I

Jarrard Phillips Cate & Hancock, a national top 10 healthcare communications consultancy, has added four associates, reflecting growth in work on diversity, equity and inclusion, crisis communications, media relations and design.

The firm, which works exclusively with healthcare providers, is expanding its expertise in these areas to help clients navigate increasing scrutiny of providers, shifts in strategic planning post-pandemic and the critical need to advance health equity.

Erika Matallana has joined as associate vice president in the firm’s Regional Health Systems Practice, bringing clients more than 15 years of experience as a versatile communications strategist specialized in healthcare DE&I communications, multicultural marketing and communications, public relations and creative writing.

Prior to joining Jarrard, Matallana served as director of communications for Amedisys, where she led communications identity, strategy and execution for the hospice division. Previously, Matallana spent a decade at HCA Healthcare in several communications roles, including leading communications strategies and execution for HCA Healthcare’s Diversity, Equity and Inclusion efforts. In that capacity, she oversaw development of enterprise-wide messaging, publications and materials in support of diversity and inclusion initiatives for patients in more than 2,000 sites of care and for over 270,000 colleagues across 21 states.

“We continue to see the importance of addressing persistent deficits in health equity, gaps that were brought to the forefront during the pandemic in the realms of both health and society,” said David Jarrard, president and CEO of Jarrard Inc. “We are encouraged, and challenged, by the number of outstanding providers who are dedicating renewed focus and resources on addressing health equity in the communities they serve, as well as diversity, equity and inclusion within their organizations. Erika’s extensive background in DE&I will be an indispensable resource for our clients in that work.”

Other hires include:

Lauri Kerns has joined the firm as a senior managing advisor, bringing more than 20 years of experience in crisis communications, media relations and the use of story to inspire change. She previously led communications, marketing and media relations for nine hospitals in the Ballad Health system. Prior to her work in healthcare, Kerns managed all emergency communications for the Tennessee Valley Authority nuclear fleet. She began her career in the U.S. Air National Guard and Reserves, where she led community outreach and crisis communications during deployment operations.
Colie Gutzler has joined the firm as a managing advisor and offers more than a decade of expertise in digital marketing communications. Prior to joining Jarrard, Gutzler was the senior marketing manager of CRM and digital marketing at Trustmark Insurance, where she was responsible for the policy owner journey and managed retention efforts. Prior to that, she spent time at NorthShore University Health System in marketing communications, serving as marketing manager for various service lines. At both organizations, she was highly involved in DE&I initiatives.
Allie Stivland joined the firm as a senior graphic designer. A multi-disciplinary designer with a background in psychology and public health, Stivland’s approach relies heavily on her knowledge of community health, research methods and consumer psychology. Prior to joining the firm in 2021, she worked as a designer with Chicago-based global healthcare giant Abbott. Earlier, she served at influential nonprofits including the American Kidney Fund and the Alzheimer’s Association.

Along with the six new hires in the first quarter of 2021, the ongoing growth at Jarrard Inc. brings to the firm resources and expertise to help healthcare providers find opportunity in an increasingly challenging landscape and fulfill their mission to care for their communities.

“The past year and a half revealed in new ways the profound importance of mission-driven healthcare and reminded us that no matter how large or small the organization, healthcare is local and personal,” Jarrard said. “Providers are in a unique position to review the lessons learned during the pandemic and find new ways to deliver outstanding, equitable care.”

About Jarrard Inc.

For more information, visit jarrardinc.com or follow us @JarrardInc.

Ian Petty In High Stakes, , Quick Think

Six Critical Ways to Address Falling Short on Community Spending

Note: This piece was originally published over the weekend in our Sunday newsletter. Want content like this delivered to your inbox before it hits our blog? Subscribe here.

The Big Story: Major nonprofit hospitals’ community spend falls millions short of tax break savings, report says

The Lown Institute last week released its naughty and nice list of hospitals based on their community benefits and found that 72 percent of not-for-profits spent less on the community than they received in tax breaks. The report ranks hospitals as community partners based on spending for charity care, community health initiatives and Medicaid revenue. In a first, it also assessed “fair share spending,” which compares private non-profit hospitals’ spending in those categories against the value of their tax exemptions.

Impact on Your Hospital

This failure to cover the tax exemption is red meat for critics of our industry…And where it’s true, it should be. Let’s address what you can do to safeguard your reputation if your organization is one with a deficit in “fair share” spending, at least as Lown figures it. A couple of points to set the stage before we do that:

First, this is real money we’re talking about.

The value of tax breaks for nonprofit providers is significant, with the national aggregate a whopping $24 billion in 2011; experts say it’s likely double that today – do the math, that’s something around $50 billion.
Roughly $17 billion.That, per Lown, is the cumulative deficit from the almost three-quarters of the 2,400 nonprofit hospitals reviewed that spent less on overall community benefits than the value of their tax break (as they calculate it, at least).

Second, “community benefit” is notoriously difficult to define and is inconsistently calculated across the country.

Does it include charity care? Of course. Does charity care include just the cost of the care delivered or the margin lost as well? And that margin is based on what charge? If you’re an academic medical center, does it include the cost of research? (Lown says it does not). While we’re at it, how do you determine the potential tax relief you’re receiving as a not-for-profit? What’s included in that calculation?

The days are passing when providers can rely solely on the great, historic strength of their branded reputations to push aside pointed criticisms of our industry based on thoughtful research like we see in the Lown report.

The visibility of the study demonstrates again that if providers aren’t defining their value to the communities they serve, someone else will. And it won’t be to their benefit.

This story is the latest in a series of critical spotlights on the performance of providers, and it will not be the last. Indeed, there’s more data from Lown on the way – the institute said it will release its full hospital index later this year.

Providers need to do well, of course, and be true to their mission in every investment made and in service to the community.

They also need to know how well they do, how they can prove it and then tell that story. It’s not creating a conversation. It’s joining (and shaping) a conversation already in progress.

What Communication Must Happen Today

Shaping that conversation requires intentional focus on both the work of Community Benefit itself and how you talk about it. It means defining the terms and demonstrating how you’re applying them. Because, in our experience, the apparent discrepancies picked up by the Lown report often happen when individual decisions are made in near isolation, without enough connection to or consideration of the larger issue – in this case, Community Benefit.

Therefore, as you dig into the work and the message, consider the following:

Know your value. How do you calculate your community benefit? Work with your leadership team, including finance and clinical leaders, to create the formula that reflects your orgs true value.
Know your numbers and the story they tell. What does your formula tell you about your organization; what comprehensive narrative do the numbers reveal? Frame it.
Tell your story. Set the table so the value of your organization is clear and defined by you before others do it for you. Engage proactively and consistently with the community through your own channels and the media to show the incredible ways you’re meeting their needs and fulfilling your mission.

And then, as you move forward, keep these three tactical considerations in mind:

Plan ahead. Work with leadership to determine in advance your charity care and community benefits spending – and then plan for how you’re going to measure and publicize this. Marcom leaders, as connectors between community and hospital, should play a vital role in discerning what people want and need. Focus keenly on your community health needs assessments and prioritize spending to mirror needs. Then do it and get the word out.
Stay in the loop and keep others looped in. Your board will be asked about your organization’s policies and actions, especially for community hospitals. Report out regularly on this issue, involve them. After all, as board members they are accountable. Meanwhile, stay vigilant to ensure your organization isn’t engaging in predatory financial practices that are harmful to people and undermine your collective community benefit.
Document everything. If it wasn’t written down, it didn’t happen. There’s a decent chance your organization is doing a lot of community benefit work that’s slipping through the cracks and, therefore, you’re not getting credit for. Capture it all – every community meeting, screening event, health fair, hour donated by employees on the clock, etc. Use that documentation to share what’s being done and spent.

Ian Petty In High Stakes, , M&A, Quick Think, Strategic Positioning

Cartels or Safe Havens?

Note: This piece was originally published over the weekend in our Sunday newsletter. Want content like this delivered to your inbox before it hits our blog? Subscribe here.

The Big Story: Biden executive order calls for action on hospital consolidation, price transparency

The President issued an executive order on Friday “telling the Federal Trade Commission to prioritize hospital consolidation in its enforcement efforts. The order will ‘underscore that hospital mergers can be harmful to patients and encourages the Justice Department and FTC to review and revise their merger guidelines to ensure patients are not harmed.’” The AHA and FAH weighed in with overviews and critiques shortly after.

Our Take

(2-minute read)

It’s a Catch-22: Scrutiny of hospital consolidation is increasing in direct proportion to the need for hospitals to find strong partners.

Biden’s executive order follows a cascade of criticism and Senate hearings directed at hospital consolidation – with one outlet going a step or three further and referring to it as “cartelization.”

Yes, the scale of deals is on the rise. A Kaufman Hall study found that the number of deals through Q2 of 2021 is down markedly from previous years, but the size of those deals is “the second highest in recent years.” And yes, some research shows such mergers can drive up prices.

What’s missing from the conversation is that consolidation is happening because the system is broken. It’s broken in myriad ways (seriously, it takes two presidents to let us buy hearing aids without a prescription!?), and we’re stuck until we create something new together.

The current version of the escalating-costs narrative critics are using pins the blame squarely on providers by suggesting – implicitly and sometimes explicitly – that mergers are driven by greed. The White House fact sheet laying the foundation for the order says that “Hospital consolidation has left many areas, especially rural communities, without good options for convenient and affordable healthcare service.”

It’s a compelling narrative. Our question: Where’s the counter? Who’s telling the story of the real reasons a hospital might want – that is, need – to join a larger system? Or of what might happen if they don’t partner up? There’s a taste of that in the AHA and FAH statements, but more is necessary.

It’s time for hospitals and those who care deeply about access to healthcare to build that narrative. To speak up.

Hospitals can and do pursue mergers, acquisitions and partnerships for a variety of reasons. First among them is so they can continue to fulfill their missions. Over and over, we’ve seen hospitals stay open because of a deal.

Which brings up a related reason for deals. Rural providers often have no other option because the math isn’t working in their favor. The government pays as little as 50 cents on the dollar through Medicare and Medicaid. Plus, there’s a downward push by payers to reimburse at lower rates. That means standalone hospitals – particularly smaller community hospitals where relatively little revenue comes from private reimbursement – often must choose between closing or becoming part of a larger system.

Again, you can’t care for your community if you don’t exist.

So instead of the chatter depicting health systems as predatory, let’s share the stories of community providers seeking a partner for true shelter. To be able to survive. Providers and advocates for access can start engaging in that conversation this way:

Articulate the actual value to consumers of a consolidation or merger. To be clear, this isn’t offering the same tired and vague messaging about “value,” “transformation” and “scale.” It’s a direct, honest story about what will happen if the deal goes forward…and the consequences if it doesn’t.
Prepare for state attorneys general, health insurance companies and others to use the administration’s activity to ramp up opposition to consolidation (which challenges their market share). In other words, your government relations work and relationships with opinion leaders matter more than ever.
Explain how you will deliver on promises made. And then do it.

This executive order appears to be a request for more action, not the action itself. That suggests there will be a waiting period, possibly even a comment period. Don’t let that time go to waste. The conversation has been underway for a while, and it’s being dominated by non-providers. Some are well-intentioned and want to improve the value and delivery of care. Others are market competitors (the self-proclaimed disruptors) and adversaries who view this as a zero-sum game and are campaigning to make providers the fall guy. Hospitals, health systems and others who are focused on access need to stand up. This is a new type of scrutiny. It’s time to respond in new ways.

How to do that? Coming soon.