Wednesday, June 30, 2021

Six key components of a digital marketing strategy to drive physician referrals

Physician referral marketing plays a key part in driving revenue for hospitals and other health organizations. Like most other aspects of healthcare, this type of marketing was forced to evolve during the COVID-19 pandemic.


In the past, business development executives relied heavily on in-person interactions and multiple touchpoints with physicians and other decision-makers. During the pandemic, however, those interactions were largely curtailed, and in many cases are only just now beginning to resume.

So, what were health practices to do in the meantime? They had to pivot to new ways to capture attention and drive physician referrals, particularly to medical specialties heavily reliant on those referrals. And what’s one meaningful, cost-effective way to do that? Digital marketing.

During the time that in-person touchpoints weren’t feasible, it was important to establish new touchpoints. That’s where digital marketing tactics come into play. Digital marketing offers a less expensive means of physician referral marketing—one that will be beneficial both now, as we begin to emerge from the pandemic, and in the future.

Wondering where to begin? There are six components you should consider as part of your digital physician referral marketing strategy:



1. Compelling Content


For any type of marketing strategy, high-quality content is essential. Physician referral marketing is no exception.

The first step in creating effective content is to thoughtfully identify who you’re targeting. Creating content without your audience in mind is a fairly common mistake, but one that’s easily avoided.

If your team has already identified a prospect list for in-person visits or direct mail, that list can still be useful for digital marketing, since it typically defines the types of medical practices that commonly refer to your hospital, health system, or service line.

Once you’ve defined your audience, your next step is to identify common questions physicians typically have, including information related to:
  • Ease of referral
  • Expertise
  • Insurance and cost
  • Patient outcomes and testimonials
  • Procedures and services
  • Process for referral

Research

The ultimate purpose of your content is to answer those questions in an easily understandable, engaging, and compelling way.


2. Local Listings


You probably know the value of keeping your local listings updated from a consumer standpoint. Current and potential patients need to be able to quickly gather information during a Google search or similar online query.

That’s also true for physicians. Physicians and their office administrators may look to online outlets to find information about how and where to refer. From that perspective, it’s important to ensure that listings such as Google Maps, Bing Maps, and healthcare-specific websites such as Healthgrades and Zocdoc are reviewed regularly and updated consistently.

When you review these listings, ensure all the contact details are correct and that you’ve optimized the listings with positive patient reviews and other information.


3. Social Advertising


For years, Americans have spent a good deal of time online. During the pandemic, though, the amount of time online hit unprecedented levels.

Physicians aren’t an exception to this rule. They’re spending time on social media, too, which means you can capture their attention there with thoughtful social media ads.

Social advertising provides business development executives with a host of options for audience targeting on ads. As it pertains to physicians, you can often target medical providers based on the specialty they practice in, which allows you to create a hyper-targeted audience for your ads.

To use social media ads most effectively, refer back to your defined audience of common referrers. Narrow your audience to match, then narrow it further to target a geographical area that makes sense for your referral network.

It’s also important to create meaningful social media ads that are geared toward physicians—look for videos or image-laden ads that highlight your organization’s awards, distinctions, outcomes, and expertise.



4. Display Ads



You may not realize it, but display advertising is one of the most inexpensive means of physician referral marketing. While display ads are sometimes thought of as simply a way to broadly promote your brand, they can actually be a potent way of sharing messaging with potential referrers.

In fact, we consistently see Google Display ads offering the lowest CPM (cost per thousand impressions) of all advertising methods, including social media, online or streaming radio, and digital TV.

To get the most out of this marketing method, it’s important to take full advantage of targeting options. Build a custom geotarget that incorporates the common or ideal referrers in the area surrounding your hospital or practice.


5. Paid Search



People are searching for health information online—in fact, it’s the third most common action taken on the internet. That makes paid search a key way of reaching potential patients, who are looking for providers that treat a specific condition or offer a certain test.

In the same way, though, you can also get in front of referring physicians. These clinicians are more likely to look for specialized offerings, such as “treatment for an atrial septal defect” or “proton beam therapy.”

To capture that audience, you can create content and run ads that are targeted for those niche search terms. This allows you to get in front of physicians who are actively searching for the specialty care or services their patients need.


6. Lead Tracking



While this isn’t a tactic in the same vein as the ones listed above, it’s every bit as important. Even if you create meaningful content and put targeted ads in front of your audience, you’ll still miss the mark if you don’t follow through.

That’s why it’s essential to carefully track the progress of potential referrers—you need to know whether they move forward. That means tracking not only how many impressions and clicks your content drives, but also how many phone calls, emails, or online scheduling requests you receive as a result. From there, you also want to gauge whether prospective referrers eventually make a referral.

If you’re getting a good deal of traction when it comes to clicks but not ultimately ending up with more patients, your strategy and content likely need to be tweaked.

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Tuesday, June 29, 2021

Strengthening Payer-Provider Partnership for Value: Why data transparency is key

Value-based care doesn’t have to be a zero-sum game. When physician practices and health plans build collaborative relationships for value, physician practices can achieve healthy margins, while payers can reduce risk—all while strengthening the member experience.


Even still, adoption of value-based payment models remains slow: 64% of physician practices say most of their revenue remains rooted in fee for service, a recent survey found, while just half of practices participate in value-based contracts.

How can physician practices and payers work together to move the needle on value? Establishing data transparency—specifically, access to actionable data—is key. When physician practices understand their historical performance and where opportunities for success exist, their confidence rises, as they no longer fear that their practice does not have the bandwidth to participate in value contracts. From there, physician practices and health plans can use the data to determine action steps for value—such as increasing the percentage of members who receive recommended services—and the types of support that can help practices succeed.

Transitioning from traditional fee-for-service to value-based contracts is challenging, but a transparent, data-driven approach can ease this transition. It can also strengthen payer-provider partnership while improving performance and member outcomes.

Here are three tactics for data-driven collaboration.



Make quality metrics an “open book test”—and communicate regularly around performance.


It’s important that physician practices know not only how their performance will be “graded” under value-based contracts, but also how they are performing throughout the year. Physician practice leaders and health plans should work together to educate physicians on pathways to value, using data to visualize actionable opportunities for improving care, reducing costs and creating a better member experience. These discussions should offer room for physician input into how metrics will be decided upon and why, with an emphasis on the use of data to tell the practice’s value story and potential. A recent Stanford Medicine report shows physicians are ready for these discussions: 47% of physicians and 73% of medical students surveyed say they are currently seeking additional training—including training in advanced statistics and data science—to prepare for new healthcare innovations. When practice leaders and health plans move beyond spreadsheets toward responsive data visualization that illustrates areas where gains can be made, physicians will be more likely to trust that their actions will make an impact. Establishing a regular cadence for data sharing around performance ensures there are no surprises at the end of the performance year and gives the practice time to make adjustments where needed.


Provide data-based tools that prompt value behaviors at the point of care.


For example, at Florida Blue, which operates the largest patient-centered medical home (PCMH) program in the state, the health plan gives physicians the tools to ensure that members with diabetes, chronic obstructive pulmonary disease, coronary artery disease, asthma or congestive heart failure receive recommended services and screenings. The plan also requires physicians in the PCMH to use an e-prescribing tool with decision support. This strengthens medication adherence by helping physicians select cost-effective medications, which is critical given that 50% of patients say they have not filled a prescription due to cost. Florida Blue’s experience shows PCMH providers are more cost efficient than non-PCMH peers, with lower rates of emergency department use. These physicians also score higher on overall quality metrics, according to the health plan. At Christiana Care Health System, which serves patients in Delaware and portions of Pennsylvania, Maryland and New Jersey, a collaboration with Highmark Health equips physicians with actionable dataaround social determinants of health that can help enhance patient outcomes while reducing costs. This payer-provider joint venture is the first to use digital health to enable the move toward value-based care, according to a release.



Give physicians the data to intervene before patient health declines.


During the COVID-19 pandemic, the percentage of people experiencing hardship—from loss of employment to food insufficiency to difficulty paying utilities—has increased, a Kaiser Family Foundation analysis shows. Additionally, 25% of adults reported delayed medical care and 35% reported increased anxiety, according to the analysis.

Further, certain populations have fared worse than others, such as in Oregon, where the state has begun to incentivize providers based on health equity performance. As a result, three-quarters of physicians say social determinants of health will significantly drive demand for healthcare services in the year ahead. In Indiana, the state health information exchange is working with Indiana University to provide social determinants of health data to providers as well as researchers and policymakers to help providers proactively address the factors that negatively affect health. This approach not only has the potential to strengthen value performance, but also limit the long-term health effects of the pandemic on vulnerable communities.


Overcoming Hesitation in the Move to Value


Physicians are hungry for actionable data that pinpoints opportunities for value improvement in as close to real time as possible and compares their performance to that of their peers in similar practices, specialties, and geographies. By ensuring that physicians have the data they need to be successful under value-based contracts—and by telling the story behind the data—physician practice leaders and health plans can jointly establish a foundation for value and trust. The ultimate impacts will be better health, reduced cost, and an elevated patient experience.


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Monday, June 28, 2021

Right to Health Insurance: Ensuring Parity for Mental Illness in India

Right to Health Insurance: Ensuring Parity for Mental Illness in India

New CMS Appropriate Use Criteria mandate for CDSM will impact medicare reimbursement

We’re partway through the educational period before the CMS Mandate governing the new Clinical Decision Support Mechanism (CDSM) and the Appropriate Use Criteria (AUC) Program takes effect on January 1, 2022. Tasked with improving diagnostic accuracy for physicians when ordering advanced imaging, this new CMS Mandate is part of the “Protecting Access to Medicare Act” (PAMA) passed by Congress in 2014.


Enacted to reduce needless imaging procedures and support referring providers when ordering diagnostic testing, the new mandate requires furnishing providers to submit the results of a CDSM consultation when submitting Medicare Part B claims for advanced imaging services to receive reimbursement. This means that substantial revenue could be at risk for radiology, cardiology, and orthopedic practices, as well as free-standing imaging centers and outpatient hospital facilities that perform advanced imaging for Medicare Part B patients.

It’s important to note that inpatient services (billing for Medicare Part A), emergency patients, and ordering physicians with significant hardship, such as proximity to internet services, have been excluded from the mandate.

CDSM Requires Unique Synergistic Cooperation


The new criteria impact reimbursement for advanced testing includes MRI, CT, nuclear medicine, and PET. Referring or ordering providers are required to consult a qualified CDSM (qCDSM) that provides imaging decision guidance based on appropriate use criteria (AUC) and generates a “Certificate of Consult”. Similar to prior authorizations, it is furnishing providers who will need to validate and provide details of the consult while filing claims for advanced imaging with CMS and whose reimbursement is at risk without receipt of the information

As part of the design/implementation phase, CMS worked with a number of approved vendors to develop advanced automation that integrates with existing EHR/EMR and billing systems. This software allows the ordering provider to consult AUC so that the furnishing provider can submit the required certificate and ensure payment from CMS.


Are Providers Ready?


As the initiation phase has gotten underway, one issue has become readily apparent—the new requirement has been lost on ordering providers and their offices. This is why CMS gave such a lengthy educational period for implementation (previously extended from January 1, 2021).

According to a survey by a large imaging center of its ordering providers, less than 10% of the providers knew of or understood the CMS mandates around CDSM. This poses a challenge for imaging providers who may be asked to proceed with Medicare imaging requests without a CDSM consult.

If the ordering provider has not consulted the AUC, then the furnishing provider is required to go back to the ordering provider, request a CDSM consult, and then move forward with the patient’s care. Needless to say, this creates an administrative burden on the furnishing provider and can potentially impact patient experience.


What’s the Right Digital Answer?


Ideally, the ordering provider would consult a qCDSM for necessary details prior to sending any order to an imaging provider. But imaging providers should prepare for the possibility of no consultation and a subsequent need to follow up with the ordering physician before the appointment.

A true furnishing-provider-centric CDSM solution should identify the requirement for a CDSM consult and pinpoint missing consults in incoming orders. For these missing consults, it should make it easy for the furnishing provider to inform the ordering provider of the missing consult and also provide them a qCDSM solution to complete a consult. This will ease the burden on the furnishing provider, ensure that the consult is completed, and guarantee reimbursement.

Additionally, any electronic solution should include coverage for all priority areas of clinical practice. These areas were identified by CMS as “coronary artery disease (suspected or diagnosed), suspected pulmonary embolism, headache, hip pain, low back pain, shoulder pain (to include suspected rotator cuff injury), cancer of the lung (primary or metastatic, suspected or diagnosed)”.


CDSM Coding is Key to Reimbursement


Working with the American Medical Association (AMA), the keeper of CPT Procedure Code protocol, CMS announced HCPCS Modifiers and G Codes that must be used to define CDSM and to modify CPT procedure codes. The HCPCS Modifiers relay the results of the consult and provide a unique consult identifier, while the G Codes define which CMS approved vendor was utilized.


To Sum Up




Since the initiation of the educational period on January 1, 2020, the CMS Mandate is being tested and refined as practices revamp their workflow to include AUC. One concern being voiced industry-wide is that many practices don’t fully understand their obligations or how it will impact their Medicare reimbursement in 2022 and beyond.

As furnishing providers, now is the time to reach out to your ordering provider base and help them through educational opportunities and process support. Also, solutions that identify missing consults and can inform and guide the ordering providers to get a consult easily will further reduce denials. Adding one more requirement on an already overburdened staff may be better received in a collaborative environment.


References

Appropriate Use Criteria Program. CMS.gov – Centers for Medicare & Medicaid Services. https://www.cms.gov/medicare/quality-initiatives-patient-assessment-instruments/appropriate-use-criteria-program. Accessed on 4/2/2019.
Clinical Decision Support Mechanisms – Appropriate Use Criteria Program. CMS.gov – Centers for Medicare & Medicaid Services. https://www.cms.gov/Medicare/Quality-Initiatives-Patient-Assessment-Instruments/Appropriate-Use-Criteria-Program/CDSM. Accessed on 4/2/2019.
Priority Clinical Areas – Appropriate Use Criteria Program. CMS.gov – Centers for Medicare & Medicaid Services. https://www.cms.gov/Medicare/Quality-Initiatives-Patient-Assessment-Instruments/Appropriate-Use-Criteria-Program/PCA. Accessed on 2/12/21.


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