The vast majority of North Carolina's 3,000 or so emergency room patients examined for sexual assaults each year shoulder some of the cost of a rape kit test, according to state records and victim advocates. An analysis of records and interviews with hospital officials and administrators at several of North Carolina's major insurers suggest that charging the patients is a widespread practice. For those without insurance, hospitals send the bills to the North Carolina Department of Crime Control and Public Safety, which has a modest fund to help.
The latest news out of Missouri is that another state-led initiative to expand coverage for uninsured residents is about to fall by the wayside--an increasingly common trend on the healthcare reform front.
The program known as Insure Missouri was pushed through last year by Gov. Matt Blunt as a way to cover 200,000 Missourians, but is now facing stiff opposition because it goes too far, does too little, would cost too much or some combination of the three (depending on who you ask). The program would leverage existing federal matching funds against premiums paid into the system by individuals and small employers.
Initially the program would offer coverage to working parents and caregivers with children in families earning less than the federal poverty level. Later expansions would subsidize the cost of coverage for low-income working adults and offer a reinsurance plan for small employers. Coverage would be provided by managed care plans through the state's Medicaid program.
That the proposal is coming under fire is not surprising.
A few weeks ago, I wrote a column about San Francisco's legal battles to implement a program offering access to healthcare coverage for all city residents. Shortly after that column ran, I received this e-mail from a Missouri insurance regulator that offered some insight into that state's healthcare reform efforts.
"There's a lobbyist here in Jefferson City Missouri that's fond of comparing health insurance reform efforts to sticking your hand in a bag of rusty nails and broken glass. Legislators and regulators in Missouri recently stuck their hands in that bag. We haven't come up yet and we're already pretty cut up.
It seems to me that the ERISA/HIPPA/COBRA minefield is navigable, but it takes considerable expertise and experience. In Missouri, the bureaucrats (me) that have the expertise and experience couldn't make themselves heard by the legislators who desperately wanted to get a political victory on this issue. In addition, lawmakers in Missouri are term limited. There's just not enough time or capacity to adequately grasp every layer of complexity in our health coverage reform efforts. As a result, Missouri has a new law on the books that we can't implement or enforce without triggering prosecution from at least 4 federal agencies."
A key point in that e-mail is the reference to legislators lacking the necessary experience and expertise to adequately address the healthcare crisis. This problem is not limited to Missouri and seems to have been replicated in state houses across the nation. The problem, however, is not likely to be resolved anytime soon...kind of like the healthcare reform issue.
...And thanks for all the fish.
As an aside, this is my last column for Health Plan Insider. Les Masterson, editor of HCPro's Disease Management Advisor and the voice on the numerous audiocasts that have appeared in this space, will be writing a column for HPI beginning next week.
Brad Cain is editor of California Healthfax and executive editor for managed care with HealthLeaders Media. He may be reached at bcain@healthleadersmedia.com.
A unique fundraising initiative has children at Duke Children's Hospital & Health Center in Durham, NC, entertained and happy this Valentine's Day. TAP Interactive, an interactive media marketing and promotional division of Themis Group in Durham, took a fresh approach to a Valentine's Day themed fundraising event. The event, called A Gamer's Valentine, auctioned interesting dates (like a private tour for four of the Big Boss Brewing Company, two scooter rentals for a day, or two tickets to the Carolina Hurricanes and a pre-game ride on the Olympia ice machines) with five men and five women gamers from local game development and production companies. All proceeds benefit Duke Children's.
By advertising the event on a Facebook event page and accepting new or gently used video games and video game systems donations as well, the event appealed to a young and motivated demographic. "We work in a young industry and the concept, along with the collection of games and consoles, appeals to a young audience. Even outside of the young techie audience [though], most people receive information about business and social events online. It's one of the best ways to raise awareness," says Meghan Murphy, Account Manager for TAP Interactive.
Overall, $10,000 in donations and gaming equipment was raised and, according to Karen McClure, Director of Children's Miracle Network Services at Duke Children's, the children love the games and game systems they were given. "The response [from the children] was terrific, and the Child Life staff is so excited to have new games to share with the kids and replacements for some of the most popular equipment that has begun to wear out--like the Guitar Hero [guitars]," says McClure.
After the event, the TAP Interactive group was also able to tour the facility. "I think everyone in the group was impressed by Duke Children's Hospital and happy we could see first hand who was benefiting from the event," says Murphy. "I would do this again in a heartbeat and we have already begun planning next year's event."
Kandace McLaughlin is an editor with HealthLeaders magazine. Send her Campaign Spotlight ideas at kmclaughlin@healthleadersmedia.com If you are a marketer submitting a campaign on behalf of your facility or client, please ensure you have permission before doing so.
The British government has made a big commitment to promoting the benefits of weight loss, the centerpiece of which is a three-year advertising campaign. Disagreements over the scope of the campaign, however, have been clouding the effort.
Although the Writers Guild strike is now over, television networks can expect to have lost some viewers to computers. A new poll shows that since the strike began, many people have spent much more time on the Internet.
Madison Avenue is optimistic that there can be long-term benefits from the disruptions suffered during the 2007-8 broadcast TV season. During the strike, top network executives signaled that they were highly receptive to new ways of doing business. That open-mindedness has been met eagerly by the advertising community, which is searching for new ideas but still looks at television as the best way to reach audiences to sell products.
We hear a lot these days about cutting through the clutter and the rise in consumerism, especially in healthcare marketing. Competition for market share among hospitals and other healthcare organizations has become cutthroat in some areas. And, slowly but surely, patients are paying more attention to issues of cost and quality. So what do you do when a potential patient or referring physician is being bombarded with information from your competitors? How do you stand out in the crowd?
Here's an idea: Consider what kind of marketing grabs your attention.
It's hard to market to marketers. They know all the tricks, they can tell exactly how much (or how little) work went into an effort, and they know when someone is trying to manipulate them. So if an effort makes an impression on you or generates a response, well that's worth taking a look at, right?
So what works for you?
For me, it's personalization. I was once fooled into thinking a direct mail piece was an actual personal letter because the return address was printed in a handwriting font and included a familiar name. I realized my mistake pretty quickly, mind you, but I did open the envelope and the contents did get my attention for those extra few moments. What more can a marketer ask for?
It's easy to personalize direct mail, either in the creative itself or in the call to action. There are a number of personalization tactics from the traditional personalized salutation to a call to action that incorporates a vanity or personalized URL. A Web site with my name in the URL gets my attention. If I drove by a billboard that flashed my name ("Hello, Gienna! It's time for your annual physical!"), I would pay attention--at least for a second or two. And I have a key-ring full of loyalty cards, which report the details of my purchases back to marketers, who in turn send me more personalized marketing based on my buying habits.
But here's the problem with such tactics. I know that I'm being manipulated. So the effects of personalization don't really last very long. Still, those who are marketing to me are probably happy with that extra second or two of eyeball time.
But it might not be enough for healthcare marketers.
Patients should be responding to your marketing because it comes from a trusted source and because they know it will contain important, pertinent, useful information. In fact, the American Medical Association makes the case for proceeding with caution when it comes to one-to-one healthcare marketing.
That's not to say personalization doesn't work in healthcare marketing--just that it has to be done in the right way. In real life, a billboard flashing personal health information probably isn't a good idea. But an invitation to go to a personalized URL and take a health quiz? That's more likely to get me to take action.
So, what about you? What kind of marketing grabs your attention? When was the last time you responded to a call to action? Are you drawn to unusual envelopes? Glossy stock so pretty you hate to throw it away? Coupons that you might-maybe-possibly one day redeem? Or do you respond to messages that really ring true and offer you real value?
And how can you apply that information to your work as a healthcare marketer?
I'd love to hear what you think: Please share your answer by e-mailing me or clicking on the link at the end of this column to leave a comment on the site.
Kathleen Hoeft, administrator and CEO of Ashley (ND) Medical Center, has been tapped to lead the American Hospital Association's Section for Small or Rural Hospitals in 2008. The 22-member governing council represents small or rural hospitals in the AHA's policy process and member service initiatives. Hoeft, who has been at Ashley Medical since 1998, is no stranger to advocating for a community's health needs at the state and federal government level.
Hoeft has served on the AHA's Small and Rural Hospitals Governing Council since 2003, during which she was a member of the AHA's Small/Rural IT Educational Advisory Group. She is currently a member of the American College of Healthcare Executives, the North Dakota Long Term Care Association, the North Dakota Healthcare Association, and the American Healthcare Association. She has also worked with the North Dakota State College of Science to establish a licensed practical nurse program.
HealthLeaders Media recently caught up with Hoeft to discuss her goals in her new position, the challenges facing smaller hospitals today, and how rural hospitals can find their voice on a national level.
Health Leaders Media: What do you think about being named to chair the AHA's Section for Small or Rural Hospitals in 2008?
Kathleen Hoeft: I think it's a great honor and a great privilege to chair the governing council of the section. It is an opportunity given to me by my colleagues on the governing council, and I appreciate their confidence in my leadership. I am looking forward to a very productive year.
HealthLeaders: Is it a position you actively sought?
Hoeft: Actually, I had never considered even running for a governing council position until the North Dakota Hospital Association encouraged me to do so. So when the chair for the AHA's Section for Small or Rural Hospitals announcement was made, I was pleased, humbled, and very surprised.
HealthLeaders: What are your goals for 2008?
Hoeft: The governing council serves as an advisory committee to the AHA; we are a sounding board for policy priorities and strategic planning. The emphasis is on representation, advocacy, and federal health policy and how it affects hospitals and our ability to care for our community's health needs. Our goal is to communicate the perspective of the rural hospital constituency so that it is included in the overall AHA strategy.
HealthLeaders: What do you think is the biggest issue or challenge facing small or rural hospitals?
Hoeft: The biggest challenge this year for small or rural hospitals is the same challenge we face every year--that is to do more with less by providing more services for patients with less reimbursement. Through the AHA, we will continue to advocate on behalf of our hospitals for equitable reimbursement, a reasonable regulatory framework, and recognition of the important role rural hospitals play in the delivery of quality care to some of the America's most vulnerable residents.
HealthLeaders: How do you think your experience as CEO at a community hospital will help you as chair of the Section for Small or Rural Hospitals?
Hoeft: My experience as a CEO at a community hospital is invaluable. For a number of years, I worked as an RN in a small rural hospital, where I worked in all the departments from OB to ER and any other place where help was needed. As a nursing home administrator of a 201-bed facility, I have dealt with financial, union, and reimbursement issues. Next, I did consulting in administration and nursing in California. Now, as CEO of a critical-access hospital, I have worked with state and federal agencies in developing support for rural facilities.
My experience and that of my colleagues on the governing council is directly related to the issues and policies discussed by the AHA and will be an important part of the association's policy and strategy. Whether it is healthcare reform or the hospital advocacy agenda, we present a perspective that is essential to policy development and implementation.
HealthLeaders: Do you think it is important that smaller, rural hospitals have a voice on the national level?
Hoeft:I think it is vitally important. Out of the 5,747 U.S. registered hospitals, there are 2,001 rural community hospitals, and 1,292 of the rural community hospitals are critical-access hospitals. Rural hospitals serve a large percentage of Medicare patients in some very rural areas. Without many of the CAHs throughout America, many of the elderly patients and at risk patients would receive only limited or nonexistent care.
HealthLeaders: How do you plan to further the voice of small and rural hospitals?
Hoeft: Because the governing council is a group of individuals from across the country, together we will work to see that the interests of small and rural hospitals are represented. The council meets three times each year to provide input into the policy priorities of the AHA Board and to offer our perspective on emerging issues for them to consider.
We have an opportunity to meet with our members of Congress to communicate the needs of rural hospitals and help them better understand the special role we have in advancing the delivery of care and improving the health of rural Americans. We can raise awareness of the unique needs of small or rural hospitals and how federal policy must address these needs so that rural Americans have access to the best quality of care our nation has to offer.
HCPro, Inc., parent company of HealthLeaders Media, announced today that Halyard Capital, a New York-based private equity firm, has closed on its acquisition of the company from The Riverside Company. Terms of the transaction were not disclosed.
HCPro is the nation's leading provider of integrated informational, educational, training and advisory products and services in the vital areas of healthcare compliance, regulation and management. The company meets the specialized needs of healthcare managers through a wide range of delivery platforms including print and electronic newsletters, e-mail services, magazines, books, online databases, software, broadcast events, seminars, conferences, classroom training, consulting and videos.
"HCPro is a trusted source for mission-critical compliance, regulatory and management content in the healthcare industry," said Robert B. Nolan Jr., managing partner at Halyard Capital. "By combining our industry knowledge with the company's talented management team and diverse portfolio of products and services we look forward to continuing the robust growth of HCPro's leading market position."
Michael Furey, a principal at Halyard, added: "HCPro is an indispensable information source and content delivery vehicle for healthcare managers."
"We are delighted that Halyard is our equity partner and are excited about the opportunity to work closely with them to build on HCPro's significant momentum," said Bruce Guzowski, president and chief executive officer of HCPro. Guzowski added that "There will be absolutely no changes to HCPro's operations as a result of this transaction. Current management continues to be a major investor in the Company's equity with 19 members of the company's management team investing alongside Halyard."
HCPro has completed 20 add-on acquisitions since 2003. "With the support of Halyard, we are well positioned to realize on our long-standing strategy of both organic and acquired growth," added Guzowski.
Halyard Capital received legal counsel from Edwards Angell Palmer & Dodge LLP. GE Capital, Newstar Financial and CapitalSource provided financing for the transaction. Riverside was advised in the transaction by Berkery Noyes Capital Markets.
About Halyard Capital Halyard Capital is a New York-based private equity firm with over $600 million of capital under management, focused on investing opportunities within the media, communications and business services industries. Halyard specializes in middle-market leveraged buyouts and growth equity investments. The firm has extensive experience and a proven track record within each of these sectors with investments including ImpreMedia, EducationDynamics, WMI, Engauge and Presidio Networks.
Halyard invests in and works closely with exceptional management teams in companies with defensible market positions and franchise characteristics which generate strong cash flows and operate in attractive growth markets. The firm's investment funds will commit up to $40 million to individual portfolio companies with a focus on investments of between $15 million and $40 million. Halyard has the ability to complete larger transactions utilizing its network of investment partners. Additional information regarding Halyard's strategy, principals and investments can be found at www.halyard.com.
About HCPro HCPro is the largest provider of information, educational, and advisory products and services in the vital areas of compliance, regulation, and management to the U.S. Healthcare Industry. The company delivers its mission-critical content in a wide variety of complementary, integrated formats, including print and electronic newsletters, e-mail services, magazines, books, online products, software, broadcast events, seminars, conferences, classroom training, consulting, membership programs and videos to meet the specialized needs of healthcare managers. The Company's leading brands, HCPro, HealthLeaders Media, and The Greeley Company, are well-known and highly respected by healthcare managers.
Residents of the greater Miami area say cost is their biggest healthcare concern and find information about the cost and other aspects of healthcare coverage to be complex and confusing, according to a poll. Those polled gave mixed reviews to the quality of healthcare in the Miami area, but most are satisfied with their own healthcare.
