Rebranding Behavioral Health

Transcription

1 Rebranding Behavioral Health Presented by: Michael Flora, MBA, M.A.Ed., LCPC M.T.M. Services, LLC Web Site: mtmservices.org

2 Rebranding Behavioral Healthcare Moving from a traditional community mental health center image to a healthcare practice takes strategic vision. Participants will review the marketing and awareness strategies to re-brand your organization, improve your image in the community, to increase market share and increase payers to assist in diversification of Payers.

3 Learning Objectives Recognize how to coordinate marketing efforts for improved market share and service penetration Recognize the objectives of a re-branding campaign Recognize stages of re-branding and real examples of how they can work with their community to improve their organizations image to enhance care and increase pride in the workplace

4 THE Community Behavioral Health Plan A rebranding campaign for behavioral healthcare should assist in achieving the goals of wellness and integration as well as enhance the recovery and resiliency for persons we serve To put a face on behavioral health Communicate Value Provide Ethical Representation of Services and Outcomes Reduce the stigma associated with receiving behavioral health services Increase access and awareness for children older adults and the general public Increase market share Aid in the diversification of payers Presented By: Michael Flora 3

5 When not to Rebrand Reaction to changes in service volumes Previous marketing failures or attempts To create increased awareness of your services or organization Source: Adapted from J, Simson: The Art of Rebranding: How to be smart and strategic

6 Why Re-Brand? Has there been a change in the mission, vision, service array or organizational purpose? Does your logo, tagline, website, market or service array address the organizations direction Will new or existing customers recognize the new brand as meeting a need or value? Source: Adapted from J, Simson: The Art of Rebranding: How to be smart and strategic

7 The Need to Re-Brand What is the customer service reputation of your organization? What do your referral sources say about you? What do your staff say? In the new environment we needed to rebrand as a single specialty healthcare practice Presented By: Michael Flora 6

8 Know your Market Current Marketing Situation Market Situation: Product Situation: Strategic Alliances/Mergers: Presented By: Michael Flora 7

9 In the new environment everyone is a competitor Environmental Scan: Federal State Local Competitive Analysis Public sector: Private Sector: Presented By: Michael Flora 8

10 Sample Environmental Scan

11 Sample Competitive Analysis

12 SOURCE OF VALUE, COMPETITIVE DIFFERENCE Do you add value to the community? How do you know this? What data do you have? What are your outcomes? What is your image in the community? To employers To Schools To other healthcare Secret Shop the competition and yourself Would you go to you? Presented By: Michael Flora 11

13 SWOT Analysis Strengths Weakness Opportunities Threats Presented By: Michael Flora 12

14 Needed Elements of your Marketing and Re-Branding Initiative

15 MTM Services Administrative Readiness Assessment

16 Referral Source Satisfaction Survey

17 Product /Service Description: SAMPLE AGENCY Inc is a comprehensive behavioral health care organization. Currently the SAMPLE AGENCY Inc. provides Individual, Marital, Couple, Family and Group Counseling, Psychological Testing and Evaluation, Employee Assistance Programs, Psychiatric Evaluation and Treatment, Community Support Programs, Partial Hospitalization, Vocational and Employment Services, Alcohol and Other Drug Addiction Services, C/A Outreach Services, Residential Treatment, Mental Heath Education, Prevention and Consultation Services.

18 Market Situation: Currently SAMPLE Agency Inc. faces both administrative and clinical challenges in the broad market of behavioral healthcare. Managed behavioral healthcare is currently increasing market penetration, requiring increased demands on providers. Locally, changes in funding through State contracts and increased regulatory requirements, and potential cuts to funding have placed the organization in a weakening financial position. With these demands, net reimbursement for services are decreasing as benefits are becoming capped and discounted through commercial Managed Care Organizations (MCO's) and Health Maintenance Organizations (HMO's). The Organization is at the rate ceilings for Medicaid reimbursed services.

19 Market Situation: Administratively, organizations must quantify services and provide outcomes by provider, by service. Behavioral Healthcare organizations must also develop a delivery system that shares the risks among all providers, adds significant value to the commercial and public sector and has an affiliation with a vertical network or provider, as Payers want measurable value for their enrollees.

20 Objectives: Action Program to address Current Market Situation Align all media together Radio Print Web Social Networking ( Face book, Twitter, ) Sponsorships ( Soccer teams, Bowling Leagues, Events) Co-Brand with larger healthcare Wellness Seminars Presented By: Michael Flora 19

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24 Market Area Data Points Total population in service area Total number of Medicaid eligible s Total number of Insured in your service area Demographics such as per-capita income, household size, ethnicity ages ( how many 0-5 in your service area) what is the % of growth over the past three years what is the project community growth in the next five years Major employers What insurance companies to business in your state What INS companies do business in your service area? What is the unemployment rate in your service area? Do you have any quality of life assessments in your community you can draw from? How many people by age/ethnicity do you serve last year What is your market share? By payer? What are your competitors doing? How many requests for service do you have? By age By payer Do you have an idea of the number of competitors in your community What is their cost for service how many people do they see a year Presented By: Michael Flora 23

25 Sample Vision To Prevent and Treat behavioral health issues Help people achieve self reliance and positive community lifestyles To be demonstrate effectiveness, efficiency and affordability in the delivery of comprehensive community based services Prioritize and Allocate resources in the most efficient use of resources Services are accessible geographically and socio-economically with a priority for the community We will employ innovative best practices to address the clinical needs of our customers Committed to remaining the mainstream of behavioral health care services that are integrated into the community CBHO should provide meaningful benefits to the community s healthcare, social and commercial sectors. Presented By: Michael Flora 24

26 This will be achieved through Accessibility to Care Accountability of Care Attention to Quality Attention to Cost Attention to Outcomes Attention to Customer Satisfaction Presented By: Michael Flora 25

27 Questions you Should be asking Who are our clients? Where do they live? What are the market Growth Indicators in our Community? Who are our competitors? What are the commuter patterns? Presented By: Michael Flora 26

28 What is on the Horizon What value do you bring to the table? What are your outcomes? What target markets are emerging? What are the local and regional healthcare priorities? What payers are emerging- what are their needs? What are the larger healthcare needs in your market? Primary Care Integration? Presented By: Michael Flora 27

29 More change is coming! The specifics are uncertain, but without question Community Behavioral Healthcare will face greater pressure to participate in value based purchasing and managed behavioral healthcare commercial markets. The need to market and re-brand Behavioral Healthcare will likely be to respond to the drastic shift in financing as move from pay for volume to pay for value. Presented By: Michael Flora 28

30 CBHOs can benefit from these enhanced revenue opportunities: Payer diversification is a proactive response to annual fluctuations in state and local funding Providing services to persons with third party payers enhances the CBHO s community inclusion and responsiveness to meet the behavioral health needs of all residents Diversifying payers to include more community members provides staff an opportunity to diversify their treatment approaches and enhance their clinical skills Presented By: Michael Flora 29

31 However, Many CBHOs Face Substantial Barriers in Accessing Third Party Markets: Challenge with timely access to treatment to support third party payer referral requirements Case loads are full now and ability to provide any additional service capacity with current staff are limited or are not possible Challenge with the use of internal levels of care/benefit package designs in clinical processes Challenge with Community Awareness and Branding strategies to increase capacity Inconsistent Revenue Cycle Management procedures that enhance timely collections Challenges with internal utilization management process and staff support to help ensure Pre-Certs, authorizations and re-authorizations are obtained Referrals are made to only clinicians credentialed on the appropriate third party panels Co-Pay Collections Timely/accurate claim submission to support payment for services provided Presented By: Michael Flora 30

32 Summary Assess your Organizations current Market Situation Complete an Environmental Scan Complete a Competitive Analysis Review previous/current marketing strategies and determine ROI Develop plan to increase marketing or if a Re-Branding strategy is needed

33 Questions and Feedback Questions? Feedback? Next Steps Action Next Steps? Presented By: MTM Services 32

34 References Dy, A.J. & Kay, K.E.(1980) The Marketing of Mental Health Services. Journal of Mental Health Administration 7: 21. Joy, M., Clement, T., & Sisti, D. (2016). The ethics of behavioral health information technology. JAMA, 316(15), Minkoff, K. (2015) Rebranding Community Mental Health Springer Science + Business Media New York. Simpson J. (2017) The Art of Rebranding: How to be Smart and Strategic. Forbes Stewart, R. E., Lareef, I., Hadley, T. R., & Mandell, D. S. (2017). Can we pay for performance in behavioral health care? Psychiatric Services, 68(2),