Transcript The American Healthstyles
Community RelationsHIPS: Building Reputation and Credibility in Your Community
Wisconsin HPRMS Conference Sept. 13, 1007
Kathleen L. Lewton Principal, Lewton,Seekins&Trester
Let’s look forward, by first looking back . . . . .
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To the good old days when
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Money flowed in Regulators were benevolent (who remembers HILL BURTON??????) Patients were docile Physicians were happy And neither HCR nor HRC had ever been heard of
Looking back . . . .
And even though all the players had different interests
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Physicians Nurses Hospitals Rx Vendors . . .
Everyone managed to get along
Looking back . . . . .
Insurers paid (albeit slowly)
Medicare paid
Legislators were uninvolved And “Payers” ------ just paid (and gave away “free” health benefits)
But then . . . .
Someone at General Motors looked at the benefits line item and said “What’s THIS????”
Someone at HCFA turned DRGs into a payment mechanism
And the world changed, in an instant
The “system” began to writhe
Mergers and mega-mergers -- with corporate sounding names
Whole new categories of companies - PHOs, HSOs, MSOs, PPMs (and the concept of “owning” a doctor)
And, of course, managed care -- as a cost management model rather than a health management model
Available resources can’t keep up with new tech and treatments . . .
And the players believe they can only succeed at the expense of a competitor or another category It’s “Us vs. THEM”
Everyone has had a turn . .
In the “bad guy” role
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Rx prices Greedy doctors Cost-cutting, nurse-laying-off hospitals HMOs and insurers And today . . .
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Back to Rx prices And everyone’s a bad guy
Everyone is telling their story
MAJOR boon for advertising sales people
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Hospitals alone cluttering the airwaves
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Cutting-edge, state-designated, best doctors in Podunk Stereotactic radiosurgery and more jargon NCQA accredited Healthgrades, US News ratings, JD Power Awards, Magnets and more
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A total blare of noise
What else does the public see?
The AMA becoming lobbyists
Physicians writing prescriptions in return for pizza (or being “incentivized” by HMOs)
JCAHO promoting its seal of approval
Drug companies selling as fast as they can
Hospitals dumping patients
Miracle cures . . . . . debunked
WWW.total confusion
At a time when they have more access to information than ever before . . . .
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There’s no “trusted” source Every web site seems to say something different (“how drug X killed my dad”)
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Sponsorship of websites often cleverly hidden
All of this is played out . . .
In the glare of the media spotlight -- with more minutes and inches of coverage than ever before
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Reporters (fewer and fewer with HC or medical expertise) hop on any “hot” story
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Highlight the studies that are contradictory
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Red wine will a) kill, b) heal, c)who knows
And THEN there are the legislators
Who see a great opportunity look like saviors by “fixing” the system
And here we are in the middle of a multi year presidential campaign with dozens of candidates who all have a “solution”
And so today . . . .
All health care, all the time
Every sector is seen as a villain or potential villain
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And we all provide enough fodder to make the concerns realistic
The transition from white hat to black hat is nearly complete And the public doesn’t know who or what to trust
Without trust . . .
The bond that is essential for human service organizations is broken
The impact is massive
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From clinical outcomes To philanthropic support To overregulation To patients not trusting caregivers
Let’s take a closer look at what HCOs can do to rebuild trust
It’s back to our roots
“Hospitals exist with the tacit permission of the communities they serve”
And the only force that ever stopped the WalMart juggernaut was organized community opposition So it’s time for total immersion in the community, building trust by being there, being credible and demonstrating caring
Back to the very basics
Relationships are HIP
We put a face on the organization, we personalize it
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It’s harder to dislike organizations where you know the people
CR 101begins with the basics
Advisory Boards are foundational strategy
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IF you use them effectively
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Have a role and goal Cast a broad net Create a solid structure Listen – and then respond Make them “insiders” Use them as loyal advocates
And the old stand-bys still work!
The Speakers Bureau
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Give it a jazzy name, a logo, a brochure, a champion and you’ve got SB for a new decade
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HCOs have what consumers want: nice smart people who know a lot about health care
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And community organizations have what HCOs want - podium, audiences
The all new SB:
The SB must be carefully managed
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Seek out platforms that match marketing strategy Prep and train speakers, send out with HCO’s core messages
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Evaluate and monitor Seize the day – breaking news
And tours are still hot
HCOs – especially hospitals – fascinate the public, especially young people
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And all those kids have parents who will read the stuff you send home
And there are other ways to get the consumers into you facility
Tours 2007
Offer free meeting space – and tack on a mini-tour to one of your hot service lines
For target audiences, supplement the (well trained and monitored) tour guide with a physician in a hot specialty
“Tours” Upgraded: Make Influential Outsiders INSIDERS
Invite the right people -- create a powerful database
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Yes, the usual suspects (mayor, council, biz CEOs) BUT go further
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Look at ALL segments of your community (education, arts, social services, labor unions, minority groups, etc.) and do the research to find the leaders
“Tours” Upgraded: Make Influential Outsiders INSIDERS
THEN do one more scan – who are people who can influence several hundred other people
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Clergy, activists, Junior League president, etc.
Map out the spheres of influence and mix&match on your invitation list
Make the Influencers Insiders
Treat influentials like the special people they are Private, first-class dinner hosted by CEO, chairman of the Board Exciting presentation by compelling physician on a hot or timely topic
Make the Influencers Insiders
After the party’s over . . . . . the work has just begun
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That was the first date – now comes the courtship
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Frequent personal updates from CEO (letters, one-on-ones, etc.) “Insider” status – they hear the news FIRST Find ways to involve them based on their needs
Next up: Taking Insiders Out
Community liaisons can be the best communications channel ever!
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Takes time and careful management, but pays huge dividends
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Find the people in your HCO who know the people out in the community
Insiders Out: Liaisons
Begin with audit of who’s involved in what – and don’t just ask management Grid it out Invite participation, outline role clearly, provide incentives
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Most important incentive is feeling of “contribution”
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“Ambassador” title and a plaque also help!
Insiders Out: Liaisons
Liaisons’ primary role: LISTEN
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Early warning system for emerging issues or anti-HCO sentiment
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Need easy mechanism for getting info and feedback to PR When needed, liaisons can also deliver messages – but must be done without compromising their status in the group
Insiders Out: Liaisons
The true value of this program becomes evident when you have a crisis and need to get truth to the community
OR when you have an issue and need to build grassroots support
Insiders Out: Mobilize employees to meet a community need
Pick a project -- or several – and challenge every employee to participate
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Let employees nominate projects they value and support
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Employee committee can select finalists/winners
Next up: Partnerships, not SPONSORSHIPS
Sponsorships -- $$ in return for a logo (one among many) on a 5K Walk T-shirt
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ROI negligible Partnerships – long-term side-by-side commitment that builds trust and relationships
The Partnership Paradigm: Hard Work
“Mission” goes real-time Begin with the
community’s
HCO’s agenda) need (not the You may need to lead the community needs assessment (which is a great position) ID problems which can be solved at local level Focus on healthy communities
Partnership principles
Pick the problems that you are most suited to address
Find one or more appropriate partners (generally local, but other sources can support with funding – i.e., RX companies)
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Media outlets can be great partners –just be equitable Manage the partnership like a business – measurable objectives, biz plan, monitoring and evaluation
Partnership principles
The HCO can provide brains, or brawn or bucks – or all three
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Finding ways to create a new community dental service, and/or hands-on projects like housing rehab (lead free paint impacts children’s health and health care utilization)
Partnership benefits
You’re OUT THERE, being visible and credible
Your people work side by side with other community leaders
The ultimate win/win
The partnership menu
Immunizations Parent education Drug hotlines The list is endless, two key criteria
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Must meet an IDENTIFIED community need Must be a long-term commitment
And make sure the Board is involved, too
Board members are from and of the community – built-in crediblity
Board CR Committee should take the lead
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Opinion leader visits, briefing lunches/breakfasts
All Board members should have briefing cards and info updated regularly
The Last Word(s)
CR should be seen as a primary PR function – NOT as an add on to someone else’s job
Not budget intensive when compared to other functions, but it does take staffing
Takes commitment from senior management – personal time commitment
The Last Word(s)
The ROI in terms of credibility, trust, the “gut” feelings is significant
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And it can be measured Influentials’ attitudes before and after relationship building
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Consumer awareness and opinions And measure HCO participant satisfaction, too (the extra bonus)
Bonus Points: Legislative Relations as an Extension of CR
Ongoing Legislative Relations Programs
Make it a priority
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Designate a member of the management team to be responsible for running the program (with responsibilities ranging from ongoing legislative contacts to internal briefings/training and legislative databases) Translate the hospital’s legislative position on national issues for local press and editorial boards
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Make a government relations report a standing agenda item at Board and management staff meetings
Ongoing Legislative Relations Programs
Make it a priority
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Involve trustees and management staff in regular legislator and staff briefings
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Take trustees and key managers on legislative visits to the state and national capitols Regularly brief all members of the HCO “family” — employees, volunteers, vendors/suppliers, patients, etc. Don’t wait until they’re needed to write letters or make calls
Ongoing Legislative Relations Programs
Building real relationships with legislators and staff
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Know who the health care organization’s legislators are — federal, state, and local Identify “who knows whom” — which people within the HCO have personal relationships with legislators and can serve as intermediaries and endorsers
Ongoing Legislative Relations Programs
Building relationships
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Set up ROUTINE meetings with the CEO and the health care organization’s legislators and city officials Get to know the legislators’ staff members — field reps at their local offices and administrative assistants in the statehouse and federal offices
Ongoing Legislative Relations Programs
Building relationships
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Be helpful — offer the chance to address the health care organization’s employees, medical staff members, board members, or other large, influential gatherings
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Make sure your trade association keeps you posted on the key issues and positions of your state and federal representatives Consider establishing key contact programs, modeled after those used by corporations
Ongoing Legislative Relations Programs
Continue the relationship
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Conduct briefings for legislators at the health care organization at least yearly — and make your schedule fit theirs. Update them on changes and achievements, and share your position on any pending or potential issues
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Involve political leaders in your health care organization’s board. Take the lead in getting health care organizations to work together on key issues
Ongoing Legislative Relations Programs
Always focus the health care organization’s message on people
“Pre-qualify” potential partners and advocates
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Through issues management function, identify supporters Build relationships before they’re needed – through CR 101