Get to the Point: Your Impact

The Big Story: Hospitals brace for a fed-up fall

“Executives who speak credibly about… community value — before the trial, polls and campaigns do the talking for them — will be better positioned when the pressures further mount in 2027.”

Building trust and support in a hyper-partisan fall

By Isaac Squyres

2-minute read

Are you ready to be a political football?

You know the healthcare landscape. You see it today, and every day. And Molly Gamble’s article in Becker’s covers the details and cold, hard numbers extremely well. Give it all a read. In short, with healthcare already top of mind for the public and the political season accelerating, it’s going to be a particularly challenging few months.

Many primary elections have wrapped up, and the remainder will come and go before we know it. General campaigns are already taking shape, with all the political machinery being tuned up and fueled for an intense race this fall where, again, healthcare will assuredly be a key issue.

It’s not just the federal level that matters; all of this will also shape state legislative sessions. As much as federal policies are squeezing health systems, state-level action on healthcare – including how to handle changes to Medicaid funding – will be top of the list for lawmakers.

In this environment, and to avoid the risk of being pulled into the political churn, healthcare leaders need to speak up about how their organizations are making an impact in their communities.

So, what does that look like?

How do healthcare executives – and the organizations they represent – be credible and speak credibly?

The short answer is: Get specific. Get local.

With Medicaid work requirements set to take effect on January 1, the torrent of changes caused by HR1 is about to cascade over the edge. Every leader needs to know they’re doing all they can to earn the trust of their community so that the tough choices their organization must make will be seen for what they are – difficult but legitimate and necessary – rather than what they are not – opportunistic or profit-motivated.

As our research earlier this year shows, earning that trust can come through a clear, community-oriented story. A story that’s told well before a crisis hits. A story that starts with a foundation of quality and continues to showcase broader impact. A story that answers this question: “What does the organization do that actually matters to the people and organizations who make up the community?”

That message of that story builds trust and advocacy support without becoming partisan or even particularly political. It’s a safe and positive lane for leaders to choose to navigate the snarl of electoral traffic.

Build community trust before it’s needed

It’s also a message the public can connect with, leading to both trust and support. Again, Jarrard’s recent Community Impact survey showed that people who strongly agree that their local hospital is a good community partner are about 25 to 35 points more likely to trust it, speak up for it and support it in difficult moments. Many are even more willing to choose it for their own care.

So, if you haven’t already, start today. Take a look at what your organization is doing in terms of community impact. Test what matters most in your neighborhood. Then, elevate the stories and programs that move the needle. Those might be financial assistance and charity care, hosting community health events and training the next generation of clinicians. It’s also helping patients affected by changes navigate them – for example, “by offering enhanced financial counseling services to assist patients with coverage options.”

A credible community impact story, and the grassroots trust and advocacy that comes with it, has to be built before it’s needed. Because rest assured, it will be needed. Develop that clear, honest message for your stakeholders now to manage the political (and financial) challenges that are yet to come.