1. Sounding the
alarm.
What we’re hearing: Health systems have come a long way in
speaking out against misinformation; they are being more direct and proactive in "sounding the alarm"
to the general public about the true dangers of the pandemic’s spread, the
legitimacy of public health initiatives, and the official status of finding
the cure. Systems and doctors are now addressing the dire situations they’re
in and are calling on the public to take action. They are doing this in
conversational, and even provocative, ways to garner attention.
Communications takeaway: Approaches that may have previously
been considered too direct may now be the best way to reach consumers.
Messages of truth must rise above the blaring noise of misinformation that
continues to spread. From our research, hospitals still rank highly among the
most trusted sources of information for consumers. Hospitals, therefore, have
a responsibility to communicate what they see within their communities, what
the public can do to fight the pandemic, and perhaps most importantly, what
falsehoods and viral misinformation are being spread in the
media. Health systems have an obligation to be voices of truth in their
communities by countering dangerous information.
2. Responding to criticism on CARES Act funding.
What we’re hearing: After the passing of relief
legislation, the general public expects health systems to have the
appropriate funds to meet COVID-19 challenges, including the current surge.
Staffing, equipment, and PPE are all a part of the financial expectations.
After the latest round of CARES Act funding, hospitals are in the hot seat
once again due to some publicly-traded health systems seeing their profits
rise in Q2.
Communications takeaway: Health system leaders need to be
prepared to respond to criticism regarding the most recent CARES Act funding.
They should be making a plan now to answer likely questions from the media
and public about why, with consideration for the relief funding, they may
still be experiencing challenges with staffing, equipment, and PPE. Systems
that received CARES Act funding, but furloughed or laid off staff, need to
provide insight into these decisions, clarifying the extent of COVID-19 on
their financial position. In addition, they should communicate that, despite
decreased staffing resources, they are still able to meet the community’s
care needs.
3. Battling the
staffing crisis.
What we’re hearing: Health systems are facing more
competition from other markets during the current surge for staffing resources. During the
first wave, systems were able to allocate resources based on geography. Now,
the impacts of the pandemic have been felt more broadly across states and
regions, causing staffing to be one of the most significant challenges health
systems face to increase the number of patients they can care for.
Communications takeaway: Staffing agencies have increased the
rates that health systems were used to paying for their services. Health
systems need to be prepared for criticism if they choose not to engage these
contract workers due to increased costs, as the public may perceive this as
prioritizing money over their communities' well-being. If health systems do
choose to hire contract workers at the higher rates, they should proactively
provide hazard pay or bonuses to their already employed clinicians working on
the front lines. If they don't provide any bonus, they are likely to be
criticized for this pay gap by both staff and media.
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