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Ian Petty

It’s Your Reputation

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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 or at the link below.

The Basics

Two major providers are making a move to help them and their patients by upping investment in online reputation management. They’re looking for more (and more positive) reviews, plus an easier pathway to respond to negative ones. Provider ratings on sites like Google and Yelp are a significant factor when people look for care.

Our Take

A two-minute read for the high points; a 10-minute video/podcast for more

Doctors, we’re talking about your reputation.

And so are a lot of others. While you used to think of marketing and reputation management as “dirty words,” many of you are catching on to the necessity for doing both.

Online reviews are definitely a big deal for patients seeking a provider. Resistance to addressing them is foolish, especially when you start seeing a wave of negative reviews or inaccurate information – like the ambulance that ended up in an empty field because the online listing for a new facility was wrong.

So, how do physicians – ahem, healthcare marketing departments – take care of their online hygiene and manage their reputations? Well, it takes energy and effort – there’s no silver bullet. Which means that before you go sign up with a software provider, you have to do a little of your own recon:

  1. Find your information. Where does your organization show up online? Google? Yelp? Facebook? Where are people finding your brick-and-mortar addresses?
  2. Review your information. Are your hours and basic contact info correct on all those listing sites?
  3. Collect your information. Create a spreadsheet that will serve as a single source of truth. Seem overwhelming? Start with one segment of your organization, say the clinics or just your physicians. This spreadsheet will be critical to tracking your presence online once you do sign up with a reputation management vendor.
  4. Correct your information. You don’t need us to explain this.
  5. Respond to reviews. Get back to people and express your appreciation for their feedback. Don’t avoid negative comments. Don’t do anything foolish, like ask for personal health information in a public forum. Questions? Check with your legal and compliance team – or call us, for that matter (but not for legal advice).
  6. Solicit reviews. Some platforms, like Yelp, don’t allow you to ask for reviews. So check first. Where you can, make reviews part of the post-visit follow up. Make it easy for people. One more time: Make it easy.

So, should you follow in Sharp’s footsteps and embrace reviews, actively soliciting them to help people find you and to look better when the do? If you’ve got your aforementioned ducks in a row, we say bring ‘em on.

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Support for Healthcare Workforce Mission Critical for Provider Organizations to Avoid Brain Drain

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National survey reveals 15 percent of healthcare workers unlikely to remain in the field following pandemic. 

BRENTWOOD, Tenn., and Chicago – The healthcare workforce is in desperate need of attention, according to a new consumer survey released today. 

The study, third in a series from healthcare strategic communications firm Jarrard Phillips Cate & Hancock and Public Opinion Strategies, revealed that as many as one in seven healthcare workers could exit the field following the pandemic, potentially leaving a significant staffing shortage at provider organizations. Age is a factor, with 23 percent of younger healthcare workers (aged 18-34) not likely to remain, compared to only nine percent of those in the 35-64 bracket, according to the January 2021 survey. 

“With no people, it’s mission impossible for healthcare,” said David Jarrard, CEO of Jarrard Inc. “An exodus from this essential industry is a real concern, coming on the heels of caregiver burnout that was raging prior to the pandemic.” 

“That’s why listening to and engaging with physicians and employees enterprise-wide is imperative for healthcare leaders today so they can make adjustments necessary to support and retain their cherished staff.” 

Yet on a positive note, healthcare workers are more willing to be vaccinated than they were last summer: Vaccine hesitancy among healthcare workers and their families has dropped six points since August. Of those who are living in healthcare households and skeptical of COVID-19 vaccines, concern about potential side effects is the biggest barrier to acceptance. That issue can be ameliorated over time as these individuals witness positive outcomes for others who have been vaccinated. 

The survey indicated that public trust in and support of healthcare providers remains high. The public wants to hear from doctors, nurses and hospitals on key healthcare issues, including COVID-19 vaccines. 

Together, the findings suggest that provider organizations are in a moment where workforce support will be critical to weathering ongoing pandemic-driven challenges – and to helping to educate and guide the public toward vaccine acceptance. 

“As we have seen throughout the pandemic, the public trusts healthcare workers and supports hospitals, wanting to hear from these groups on key issues,” Jarrard said. “However, it will be difficult to 

use this trust to promote vaccine acceptance and other health initiatives if those same caregivers are skeptical and burned out.” 

Other key findings revealed by the online survey of 1,002 American adults (credibility interval 3.53 percent), fielded January 12-16, 2021 when vaccination rollouts were well underway, include: 

  • Fear of the virus continues its dominance of American life in 2021: More than one-third of Americans view the pandemic as the most important issue facing the country, and 76 percent remain concerned they or a loved one will contract it. However, Americans feel safer in medical settings than many other public spaces. 
  • The public remains skeptical of vaccines: Barely half say they are highly likely to get vaccinated, with resistance strongest in key groups including women and minorities. Fear of side effects is the most often cited concern, particularly among those communities, underscoring the need for providers to be active vaccine educators. 
  • Providers are trusted and have a mandate to use their voice: Doctors, nurses and hospitals remain the most trusted professionals and institutions in the country and have generally escaped blame for problems in the vaccine rollout. In this moment, people want to hear from providers above all others on healthcare issues, especially about the safety and effectiveness of vaccines. 
  • Healthcare workers are at their breaking point: Forty percent of healthcare workers are unlikely or only somewhat likely to remain in the field after living through the pandemic. Since August, concern about side effects has jumped 25 points among healthcare workers skeptical of the vaccine. In contrast, the vast majority of consumers think hospitals should require their staffs to be vaccinated. 
  • Providers have bright spots to leverage: Telehealth use has grown and is well-liked, with 53 percent of respondents saying they had used telehealth (up from 29 percent last April) and three-quarters of those saying they will continue to use it in the future. Meanwhile, virtually everyone feels that price transparency is important and valuable in their pursuit of care. They continue to think hospitals should receive more funding from the federal government. But most important: Respondents feel safer in medical settings and are more likely to return to care sooner than they were in August. 

“The past 12 months have put a spotlight on the work of our healthcare workers, along with hospitals, health systems and so many other provider organizations,” Jarrard said. 

“Though challenges remain, now is a critical moment for these organizations to step back and look at ways to maintain the trust they have earned, create or consolidate programs to improve access and outcomes, and fulfill their mission as we move out of the pandemic. That means continuing to educate about vaccines, but also looking to longer-term partnerships and programs like telehealth, price transparency and even hospital-at-home.” 

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 500 clients in 45 states. Jarrard Inc. specializes in M&A, change management, issue navigation and strategic positioning, and has recently worked with more than 60 healthcare organizations on communications initiatives revolving around the coronavirus pandemic. Jarrard Inc. is a division of The Chartis Group. 

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

Jarrard Phillips Cate & Hancock, Inc. Grows Team by 20 Percent

Firm News

Firm expands across all practices as healthcare providers endure significant communications challenges

National healthcare communications consultancy Jarrard Phillips Cate & Hancock, Inc., expanded its full-time team by 20 percent over the course of 2020, President and CEO David Jarrard announced in a year-end recap. With 12 new hires, plus the addition of five of-counsel professionals, the firm’s growth and acquisition by The Chartis Group highlighted the critical communications needs hospitals, health systems and health services companies experienced during the COVID-19 pandemic.

Two vice presidents and two associate vice presidents headline the new team members. They are:

Emily Shirden

Emily Shirden
Vice President, National & Academic Health System Practice

Shirden joined Jarrard from Finn Partners, where she led thought leadership, issues management and integrated communications programs with a strong focus on analytics and measurement.

Kristen Nicholson
Vice President of Business Development, Growth Services Team

Nicholson has 20-plus years in the healthcare industry where she has focused on growth and development for an array of companies. Immediately prior to joining Jarrard Inc., she was senior vice president of account management for Shearwater Health.

Teresa Hicks

Teresa Hicks
Associate Vice President, National & Academic Health System Practice

Hicks is a former journalist who most recently led communications strategy for Ballad Health, taking the organization through a groundbreaking health system merger and subsequent integration, helping achieve regulatory approval in two states and marshalling community support.

Dan Schlacter

Dan Schlacter
Associate Vice President, Health Services Practice

Schlacter has more than 15 years of integrated marketing and communications agency experience. His background includes work with clients in health IT, life sciences, healthcare consultancies, provider services, industry organizations and patient advocate groups. Prior to joining Jarrard Inc., Schacter was a senior account supervisor with MP&F Strategic Communications.

“This year, perhaps more than any other, has reinforced the value of clear and strategic communications for healthcare providers of all types,” Jarrard said.

“We know how difficult it has been for executives and Marcom teams as they’ve been faced with relentless pressure and questions from policy-makers, the media and an often-skeptical public, all while working to fulfill their mission of delivering care under extraordinarily challenging circumstances. We have been proud to work alongside so many of these organizations to develop the strategies needed to bring people together as society confronts the coronavirus.”

Expansion occurred across the firm’s National & Academic Health System Practice, Regional Health Systems Practice and Health Services Practice as well as its Growth Services Team and client-focused Digital Services Team.

“Healthcare has changed in so many ways this year, and yet, our experience indicates that the foundational principles and underlying trends have not – they’ve simply accelerated,” said Jarrard. “Our new colleagues bring a wealth of experience in everything from marketing strategy to crisis communications, allowing us to help clients lead and shape the future of healthcare as we emerge from the pandemic and take stock of the many lessons learned.”

Additional New Team Members:

  • Jon Hughes, Senior Managing Advisor, National & Academic Health System Practice. Hughes is a licensed psychotherapist and change management expert who most recently led the workforce health and safety team at Northwestern Medicine.
  • Yolanda James, Senior Managing Advisor, National & Academic Health System Practice. James has a deep background in issue navigation and public relations. A veteran of several hospitals and health systems, she joined Jarrard Inc. following time as director of the Nashville Health Care Council’s Fellows program and PR director for the Tennessee Hospital Association.
  • Kristen Stocker Holder, Managing Advisor, National & Academic Health System Practice. Stocker Holder is a change management specialist who came to Jarrard Inc. from roles in community advocacy.
  • Josh Byrd, Senior Graphic Designer, Growth Services Team. Byrd is a digital communications specialist who brings videos, websites and designs to life for Jarrard Inc. and its clients. Byrd previously served as an art director and director of media production at advertising firm Maris, West & Baker.
  • Will Roberts, Senior Advisor, Regional Practice. Having represented academic medical institutions, community-based healthcare providers and health policy strategists, Roberts brings a strong background in policy and regulation to his work in change management and media relations. Prior to joining Jarrard Inc., he worked in the health practice of DVL Seigenthaler/ Finn Partners.
  • Allie Gross, Advisor, National & Academic Health System Practice. An award-winning journalist, Gross applies her background in media, writing and communications to help steer national and academic health systems through challenging transitions and change management initiatives. Gross most recently worked as a reporter at the Jackson Hole News&Guide.
  • Chelsea Schulz, Advisor, National & Academic Health System Practice. Schulz focuses on strategic planning and content development. She comes to Jarrard Inc. from several competitive internships, including HCA’s Sarah Cannon Cancer Research Institute, where she worked on strategic implementation plans and process improvement initiatives.
  • Hilary Sloan, Advisor, Health Services Practice / Digital Services. Sloan brings a media background to her role coordinating digital projects for the firm and its clients. Prior to joining Jarrard Inc., Sloan served as the operations intern for Velocity Collective LLC, a leadership business consultancy in Nashville, Tennessee.

New Of-Counsels:

  • David C. Pate, M.D., J.D.: Pate is an accomplished internist, lawyer and health system executive who is the immediate past president and chief executive officer of St. Luke’s Health System in Boise, Idaho where he led the evolution to clinical integration, accountable care and a physician-led delivery system. He joined St. Luke’s in 2009, following executive positions with St. Luke’s Episcopal Health System in Houston.
  • Denise Venditti, DNP, RN: Venditti joined Jarrard Inc. with 25 years in patient experience, nursing leadership and hospital operations. Prior to joining the firm, she served as the vice president of patient experience for Geisinger Health System. In her time at Geisinger, she also worked as associate vice president of nursing, direction of operations, and operations manager.
  • Pete Lawson: Lawson has spent four decades in healthcare and served as CEO at multiple hospitals. Prior to founding his own healthcare operations consultancy and joining Jarrard Inc., he was managing director and co-lead of hospital M&A for Raymond James.
  • Ryder McNeal: McNeal is a 30-year veteran of healthcare sales. Prior to his affiliation with the firm, he served as chief growth officer for Physicians Equity Resource Advisors, LLC., a boutique consulting firm headquartered in New York, and had roles in development with TeamHealth, DaVita and Sound Physicians.
  • Eric Hoffman: Hoffman is an award-winning public affairs professional with a career that includes more than 20 years at Edelman and Weber Shandwick, plus time on Capitol Hill working for political candidates and at the Centers for Disease Control and Prevention.

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Confronting the New COVID-19 Surge: 5 Communications Considerations for Healthcare Leaders

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With the holidays upon us, healthcare leaders and workers are facing a nightmare scenario: Already high COVID infections will surge to new heights in the wake of holidays gatherings.

Healthcare workers who are already exhausted physically, mentally and emotionally will be left to care for patients who did not heed the warnings of public health officials. And healthcare leaders face a daunting array of high-stakes communications challenges that must be thoughtfully navigated.

We are focusing our attention on five areas where communications can help your organization confront the COVID-19 surge and prepare for other imminent milestones:

  • Workforce resiliency and support. Healthcare workers are drained. To make matters worse, many people continue to ignore public health recommendations that would help limit the spread of the virus. That leaves already-exhausted healthcare workers to deal with the consequences – potentially even including rationing of care. Healthcare leaders need to make sure their employees have access to mental health resources. We are helping organizations take stock of their employees and provide them with much needed support. Our new volume of The Art of Change addresses this critical issue, with both high-level context and practical insights. (We will continue to add to this volume over the course of the next month as we evaluate the pandemic’s ongoing toll on our employees.)
  • Prepare communications for the most likely COVID scenarios. It’s a bit of déjà vu for healthcare leaders: needing to prepare communications for suspending services, limiting visitation, staffing shortages, calling in COVID-19-positive but asymptomatic caregivers to work, capacity issues, facility closures, remote work and even the possibility of rationing care. We can help you prepare for these scenarios and others by proactively developing talking points, FAQs, memos, media materials and more.
  • Share your safety message. Patients need to feel safe so that life-saving care is not delayed. We are helping healthcare organizations develop and share their safety message by highlighting tactics like mask requirements, isolation of COVID patients, enhanced cleaning procedures, etc. Patients need to continue hearing these messages.
  • Be the healthcare voice of authority in your community. With the election over and COVID infections surging, the media is again focusing on the virus. Use media interest to your advantage. We are working with clients to provide regular media and community leaders briefings. This will rightly position your organization as the community healthcare expert and will give you the ability to lay the groundwork for strategic issues like public health, your caregivers’ commitment and additional government funding.
  • Develop a communications strategy for the next hot button issues: vaccine distribution and the January 1 CMS price transparency rule. In a matter of weeks your organization will be tasked with sharing information about these issues. We are working with clients to develop messages for internal and external audiences, communications toolkits with talking points, FAQs memos, media statement and communications cadences.

We know the challenges you face are daunting, and we are here to help.

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Safe to Return: Behavioral Health and Pandemic Anxiety

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We are living in a pivotal moment for healthcare organizations as they face an unprecedented, existential threat.

Today’s healthcare leaders – from clinicians to executives – face a vexing challenge: how to successfully lead their organizations, patients and communities through a global pandemic. There is great opportunity in making changes to fulfill their missions and provide care and support to patients, the public and employees. A new approach to influencing and driving change is needed – an approach built from established clinical principles combined with effective communications practices.

Since behavioral health clinicians work daily to reduce patients’ anxiety and help them feel comfortable in specific situations, we turned to this field for insight. In addition to asking for ways to address pandemic-inspired anxiety and fear, we have captured their actionable advice on how healthcare leaders can most effectively guide their organizations today.

Read the white paper

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Jarrard Phillips Cate & Hancock Joins The Chartis Group

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Jarrard Phillips Cate & Hancock, Inc., a Nashville-based strategic communications and change management firm serving the healthcare industry, announced today that it had been acquired by The Chartis Group, a leading healthcare advisory and analytics firm.

Founded in 2006, award-winning Jarrard Inc. ranks among the top 10 healthcare communications firms in the nation. Specializing in areas such as issue navigation, transformation adoption, change management, strategic positioning and M&A, Jarrard has served more than 500 healthcare provider clients.

Jarrard joins Chartis at a time of great promise and challenge in the nation’s healthcare delivery landscape. US hospitals, health systems and other providers are confronted with dynamic operational, clinical and financial challenges while simultaneously being presented with unlimited opportunities for disruption and innovation. In both cases, organizations are facing the need to evolve and continue to grow and transform – which requires not only new strategic, clinical, digital and operating models – but also the ability to ensure their effective implementation and adoption. To that end, Jarrard brings great complementary strengths to Chartis.

“The power of what our two organizations can do together to help clients fully achieve their strategic and operational objectives could not be greater,” said Ken Graboys, CEO of The Chartis Group. “We believe successful, sustainable transformation requires effective change management and communications. By partnering with Jarrard, we can more effectively deliver results for our clients and the healthcare industry at large.”

“We are combining the power of effective communications with the exceptional strategic, financial, technological and operational expertise of Chartis,” said David Jarrard, CEO of Jarrard Inc. “We are bringing together the art and the science of change to a rapidly-evolving industry and in service to a mission – shared by both organizations – to make healthcare better.”

The acquisition of Jarrard furthers Chartis’ commitment to providing US healthcare providers best-in-class advisory capabilities. Under the partnership, like other sister companies, Jarrard retains its brand, culture, leadership and approach to client service, while being augmented by the expertise and resources of Chartis. The acquisition of Jarrard follows Chartis’ acquisition of The Greeley Company in 2019 and Oncology Solutions in 2018.

PALAZZO served as exclusive financial advisor to Jarrard Phillips Cate & Hancock Inc. in this transaction.

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 500 clients in 45 states and has led communications and political strategy for $60 billion in announced M&A and partnership transactions. The firm specializes in M&A, change management, issue navigation and strategic positioning, and has recently worked alongside 75-plus healthcare organizations navigating the impact of COVID-19. For more information, visit jarrardinc.com.

About The Chartis Group
The Chartis Group® (Chartis) provides comprehensive advisory services and analytics to the healthcare industry. With an unparalleled depth of expertise in strategic planning, performance excellence, informatics and technology, digital and emerging technologies, and health analytics, Chartis helps leading academic medical centers, integrated delivery networks, children’s hospitals and healthcare service organizations achieve transformative results. Chartis has offices in Atlanta, Boston, Chicago, New York, Minneapolis and San Francisco. For more information, visit www.chartis.com.

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