What comes after rescheduled surgeries?

New data shows that April was the worst month for hospitals throughout the U.S., with record-low operating margins as a result of restrictions on high-margin services. We’ve covered that topic at length. However, we’re now turning our attention to patients likely forgoing non-acute care, even though they may really need it. We’re calling this lapse in the patient journey the “missing domino.” See more on that below.

Communicating about COVID-19

1. Finding and replacing the "missing domino." What we're hearing: While there’s clearly a restraint on demand for hospital care for a number of reasons — such as loss of employment, loss of insurance, reticence about missing work, or fear of contracting COVID-19 in a healthcare setting — there’s also a longer-term threat that’s become more evident to us over the last few weeks. Even if patients are successfully rescheduled for the much-needed surgeries that accumulated throughout the elective surgery shutdown, who will come after that? Much like a row of dominos, nonemergent patients move through a progression, with each action triggering the next step. They likely go to a PCP, who probably refers them to a specialist, there’s lab work done, diagnostic imaging, perhaps a preventative screening — all of which could be precursors to a potential higher-margin surgical procedure. But the volume restrictions we’re seeing on the surgical side, are also present on the nonsurgical side, which poses a real risk as we look toward the end of 2020 and beyond to 2021, both for patient health and for the continued financial viability of many hospitals. Communications takeaway: We addressed this topic at length in today’s Daily Briefing Live, and you can also read more about it in our most recent blog post. But to summarize, there are three things that health system marketers should focus on to replace the missing dominos in their systems: If you are not already pursuing a Rapid Recovery strategy, with marketing and operational leaders working hand in hand, start right now. Evidence suggests that while volumes may look relatively stable right now, there’s likely to be a significant drop-off 60 to 90 days from now. Ramp up marketing and physician relations to restore “the missing domino” — getting patients back in physicians’ offices and diagnostic services. Begin communications planning for the fall/winter return of COVID-19 and the seasonal flu. 2. A responsibility to lead. What we’re hearing: Having concerns about COVID-19 and wanting to return to “normal” life are not mutually exclusive. As states begin to reopen, many people have expressed that just because it is open doesn’t mean it is safe. Consumers, in turn, are seeking information about the risk levels associated with everyday activities so that they can make smart decisions for themselves. Communications takeaway: Throughout the pandemic, it has been imperative for hospitals to not only be thought leaders that dispel misinformation, but also arbiters of truth and timely public health information. This need, if it wasn’t already clear, became abundantly so over the Memorial Day weekend as people ventured out for some much-needed fun and relaxation. While the first COVID-19 wave is beginning to wind down for some areas, health systems still have a responsibility to promote good hygiene, social distancing, and wearing masks as “table stakes” for their communities. This is especially true in areas where local or state leadership is falling short. 3. Removing barriers for pediatric patients to return to care settings. What we’re hearing: It’s no secret that consumers have been putting off routine care, but as mentioned in our last report, they have been putting it off for their children as well. Experts are increasingly concerned with the millions of children that could be at risk for other diseases because of disruptions to vaccines. As many as 100 million children globally could be at risk for not receiving their proper vaccinations amid the COVID-19 pandemic — leading to more public health impacts such as outbreaks of diseases which the world otherwise had under control. To make things more complicated, those who are now without a job also have the added barrier of having lost their insurance. Communications takeaway: Now is the time for us all to take care of our most vulnerable, especially children, whose care may have significantly decreased or altogether ceased during the COVID-19 pandemic. While parents may have been understandably nervous about taking their child to a clinic or doctor’s office, we must now focus on communicating about the importance of routine care to ensure all children get the proper treatments they need. And time is of the essence as plans for children to return to school in the fall start to emerge.   4. Funding haves and have-nots. What we’re hearing: As we hear more about distribution methods of federal aid funds to industries across the country, it’s quite clear that it was not done equally. Recent stories about hospitals and health systems across the U.S. have shown this also to be the case in healthcare. How hospitals received financial support from the federal government, and the amount distributed to them, will set the tone for what their short- to mid-term outlooks will be as they begin to emerge from the first wave of the COVID-19 pandemic. Communications takeaway: To build trust with their communities, hospitals and health systems should be open and transparent about the financial support they received from the CARES Act and any subsequent rounds of support. For the “have received,” this is your opportunity to double down on community support by leading the public health conversation in your community while driving your post-COVID-19 goals forward. For the “have not received,” of which there are many right now, it’s critical that you communicate about your current reality. Use your involvement in the community throughout COVID-19 as a rallying cry to gather local influencers and community leaders who can support you during this time of need.