4 Social Media Strategies to Build Patient Loyalty
Carrie Vaughan, for HealthLeaders Media
In order to build relationships and truly connect with members of your community through social media sites, such as Facebook, Twitter, and YouTube, hospitals are learning that it takes more than simply pushing out a weekly bit of health advice.
Social media can be a great tool for patient education and brand messaging. But to really build loyalty—and possibly even grow market share—hospitals need to engage consumers in two-way conversations. Photographs, contests, and links to interesting stories can be a great way to get those conversations started.
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Hospitals Demand Payment Upfront From ER Patients With Routine Problems
By Phil Galewitz for KHN
Next time you go to an emergency room, be prepared for this: If your problem isn't urgent, you may have to pay upfront.
Last year, about 80,000 emergency-room patients at hospitals owned by HCA, the nation's largest for-profit hospital chain, left without treatment after being told they would have to first pay $150 because they did not have a true emergency.
Led by the Nashville-based HCA, a growing number of hospitals have implemented the pay-first policy in an effort to divert patients with routine illnesses from the ER after they undergo a federally required screening. At least half of all hospitals nationwide now charge upfront ER fees, said Rick Gundling, vice president of the Healthcare Financial Management Association, which represents health-care finance executives.
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Save Millions By Paying Attention to Process
Karen Minich-Pourshadi, for HealthLeaders Media
Samaritan Health Services, a nonprofit network of hospitals, physician clinics, and health services located on the central Oregon coast, is a young organization. Launched in 1997, SHS has grown from one to five hospitals and 85 clinics, caring for over 290,000 patients and offering four insurance plans to over 28,000 members. While the exuberance of youth sparked a great deal of expansion, it also brought forth millions in revenue cycle losses due to poor processes.
Early on, SHS had the foresight to create a central business office to help coordinate its facilities. Nonetheless, some revenue cycle basics got overlooked—namely workflow. Poor processes caused A/R to balloon to 58 days, and unposted cash to hover at $25 million. Dawnell Buell, SHS vice president of revenue cycle, recounts that six years ago, when she moved to SHS from the more tech-savvy Providence Health Services in Renton, WA, she quickly realized that the CBO was hamstrung by manual procedures, paper documentation, limited storage, and two disparate patient accounting systems.
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