no margin, no mission, <\/strong>isn\u2019t academic. It\u2019s operational. Clear, shared terminology helps leaders make better decisions, bridge marketing\u2013clinical gaps, and protect budgets, results, and careers.<\/p>\nNote: The following AI-generated transcript is provided as an additional resource for those who prefer not to listen to the podcast recording. It has been lightly edited and reviewed for readability and accuracy.<\/strong><\/p>\n\n
Read the Full Transcript<\/summary>\nStewart Gandolf (Healthcare Success):<\/strong>
Hi everyone! Today\u2019s guest is a friend and colleague I\u2019ve known for years. He was one of our first podcast guests back in 2010, when we were just starting this. Alan, I remember recording with you in a hallway! We\u2019ve both come a long way since then.
Alan, help our audience get to know you\u2014what you\u2019re doing these days and your responsibilities\u2014and then we\u2019ll dive into today\u2019s topic.<\/p>\nAlan Shoebridge (Providence):<\/strong> You bet\u2014and yes, I looked a lot younger back then. I\u2019m Associate Vice President of National Communications at Providence, a seven-state health system with more than 51 hospitals. I\u2019ve spent my entire career in healthcare marketing and communications. Today, I\u2019m firmly on the communications side, overseeing PR, crisis communications, and thought leadership for our organization.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Awesome. You\u2019ve also served as president of SHSMD and done a lot of exciting things. In your role at Providence\u2014a leading system\u2014you see and shape some big things happening in healthcare.
When we spoke recently, you raised a topic I loved: how certain healthcare terms really matter but are often misunderstood\u2014even by people in the industry\u2014and how that can have big ramifications. It\u2019s timely; about six weeks ago I refreshed a team training on healthcare terminology. We do it every 18 months because it\u2019s easy to get lost.
Today, we\u2019re not talking PPOs vs. HMOs; we\u2019re going to cover terms that sound basic but have huge implications. Before we dive in, why did this topic feel important to you?<\/p>\nAlan Shoebridge (Providence):<\/strong> As you noted, this is a tough industry to figure out. There\u2019s a lot of terminology you\u2019ve never heard before, and most people have used healthcare but don\u2019t know what happens behind the scenes.
When you join a health organization\u2014or even a partner company that supports one\u2014you\u2019re going to hear terms and concepts that don\u2019t make sense. A few years ago I asked: how can we help people navigate faster, cut the learning curve, and avoid having to ask potentially embarrassing questions? The goal was to help people along that journey, because our industry isn\u2019t easy to understand without background.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> It\u2019s easy to \u201cfake it till you make it\u201d without grasping the nuances. Search is better with tools like ChatGPT and Perplexity, but people still think they know something they don\u2019t.
Let\u2019s start with a concept you personally didn\u2019t fully understand at first\u2014and that\u2019s really important.<\/p>\nAlan Shoebridge (Providence):<\/strong> I\u2019m a little embarrassed, but it took me five years or more to really get length of stay<\/strong>\u2014often shortened to LOS<\/strong>. It\u2019s how long an inpatient remains in the hospital. In healthcare we work to reduce<\/strong> LOS\u2014get patients out as soon as it\u2019s safely<\/strong> possible.
That\u2019s the opposite of what many outsiders assume, especially in marketing. On social media you\u2019ll see, \u201cHospitals want longer stays to make money.\u201d The truth is the opposite: shorter, safe stays are better for patients and for hospital throughput and finances. Reducing LOS is a core objective.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Has that changed over time?<\/p>\nAlan Shoebridge (Providence):<\/strong> The concept hasn\u2019t changed, but the urgency<\/strong> has. Since the pandemic, we\u2019ve had backlogs: more people needing admission than we can take, plus workforce shortages. Another factor\u2014sometimes a patient is clinically ready for discharge but has nowhere appropriate to go, like a skilled nursing facility with no available beds. That extends LOS and blocks new admissions, including needed procedures. So urgency around LOS has increased.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Access is such a huge issue. I remember when our kids were born\u2014years ago\u2014it was surprising how quickly you\u2019re discharged. Patients often perceive longer stays as \u201cbetter care,\u201d but that\u2019s not necessarily true.
Let\u2019s move to payer mix<\/strong>\u2014another term with big ramifications.<\/p>\nAlan Shoebridge (Providence):<\/strong> Payer mix refers to the proportion of patients covered by Medicaid, Medicare, and commercial insurance (employer-sponsored plans). You want a balanced mix. Hospital executives will tell you Medicaid may reimburse ~30 cents on the dollar and Medicare ~60 cents, while commercial payers help balance the equation.
If your mix tilts too heavily toward Medicaid and Medicare without enough commercial, you\u2019re effectively losing money on many services. That\u2019s why negotiations with insurers matter\u2014payer mix directly impacts financial performance, which many in the public don\u2019t see.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Right. Some hospitals are largely Medicaid by mission and community, but they may pursue more commercial volume for sustainability. That\u2019s a different marketplace with different expectations. Quick story: years ago a charity hospital wanted to market elective spine surgery. I cautioned them to align their patient experience<\/strong> with commercial expectations\u2014call handling, access, everything. We skipped that training; the first lead escalated to the CEO.
Payer mix is strategic and operational\u2014how you staff, train, and serve. Thoughts before we move on?<\/p>\nAlan Shoebridge (Providence):<\/strong> Exactly. We aim to reflect the communities we serve. In Portland, for example, you have all three payer groups, so the experience must work for everyone. If the mix gets out of balance, you face financial implications\u2014and you\u2019ve also got to ensure the experience aligns with each audience\u2019s needs.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> That leads to \u201cno margin, no mission.\u201d<\/strong> You don\u2019t hear it much outside the industry, but it\u2019s critical.<\/p>\nAlan Shoebridge (Providence):<\/strong> Early on I wondered what it really meant. Many nonprofit systems historically operated on a 1\u20133%<\/strong> margin. During the pandemic those margins turned negative. If you can\u2019t at least maintain a small operating margin, you can\u2019t serve the community for long\u2014cash reserves only last so long. That\u2019s why we\u2019ve seen rural hospital closures. If you don\u2019t make a margin, you can\u2019t meet your mission<\/strong>.
The public often assumes hospitals don\u2019t need to make money, or that \u201cnonprofit\u201d means \u201ccharity.\u201d Financing is complex and not very visible to the average person. But you can\u2019t lose money year after year and keep operating.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> We talked a lot during COVID about the misconception that hospitals were \u201cgouging,\u201d when many were hemorrhaging cash. As a communications leader, can you move the needle on that understanding?<\/p>\nAlan Shoebridge (Providence):<\/strong> We try. Providence publishes a community benefit report each year and quarterly financial updates. We explain how we give back and our financial realities. It\u2019s complicated, and most people don\u2019t think about hospital finance until something negative happens\u2014like a service line or facility closure\u2014then it gets attention.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Sometimes it\u2019s not a full closure\u2014maybe OB stops accepting patients\u2014which can be huge for a rural area.
You recently published 25 hospital terms<\/strong> every healthcare marketer and communicator should know. Let\u2019s hit a couple.<\/p>\nAlan Shoebridge (Providence):<\/strong> Sure. Census<\/strong> is one: the number of inpatients in hospital beds on a given day. It affects bed availability, admissions, and ED flow.
Another is hospitalist<\/strong>\u2014a physician who practices exclusively (or almost exclusively) in the hospital. Years ago your PCP would round on you inpatient. About 10\u201315 years ago, hospital medicine matured as a specialty to coordinate inpatient care more efficiently.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> And looping back, length of stay<\/strong> remains a big one.<\/p>\nAlan Shoebridge (Providence):<\/strong> Yes\u2014it\u2019s the most misunderstood. We want patients discharged as soon as it\u2019s safe<\/strong> because recovery is often better at home. That\u2019s why you see growth in hospital-at-home<\/strong> services, remote monitoring, and other capabilities that support safe discharge and recovery.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> As a patient, that\u2019s exactly what you want\u2014get me home.<\/p>\nAlan Shoebridge (Providence):<\/strong> Who wants to stay longer than necessary? Nobody.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> People outside healthcare often associate hospitals with fear. Of course, great things happen there too.<\/p>\nAlan Shoebridge (Providence):<\/strong> I\u2019ve walked into hospitals many times. There\u2019s anxiety and hard moments, but also joy\u2014babies being delivered, lives improved. Most patients and families don\u2019t want to be there, so we should always ask: how do we make this easier on them?<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> A friend recently had a heart attack\u2014it\u2019s sobering how high the stakes are, and how grateful you are for the care team.<\/p>\nAlan Shoebridge (Providence):<\/strong> If you work in healthcare\u2014even if you\u2019re not based on a hospital campus\u2014get there occasionally. Tour. Meet people. It\u2019s one of the best ways to orient yourself. If you work for a partner company, ask to visit a facility. That immersion accelerates learning.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Totally agree. And if you can\u2019t, the Cleveland Clinic empathy video is a great proxy.
You also had a couple of funny terms<\/strong>.<\/p>\nAlan Shoebridge (Providence):<\/strong> Two stand out. First, MOB<\/strong>\u2014written as a single word in memos. I thought, \u201cWhy are we meeting at the mob?\u201d It\u2019s medical office building<\/strong>, often a standalone building on or near a hospital campus where clinics are located.
Second, elope<\/strong>. In hospitals it doesn\u2019t<\/strong> mean two people ran off to get married. It means a patient left without authorization<\/strong>\u2014they departed before being discharged. It can be serious if a patient needs ongoing care or monitoring.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Right\u2014someone could deteriorate quickly after leaving.<\/p>\nAlan Shoebridge (Providence):<\/strong> Exactly. Even aside from safety, we need to ensure discharged patients know where to get follow-up care and have appropriate support getting home. Practically, we also need to know which beds are occupied. I\u2019ve only seen \u201celope\u201d used a couple of times, but the first time I was baffled.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> There\u2019s obviously a lot to learn. How can people get up to speed faster on the terms that matter?<\/p>\nAlan Shoebridge (Providence):<\/strong> First, ask<\/strong>. Don\u2019t be shy about clarifying terms. Second, use tools\u2014AI (ChatGPT, Gemini) and search\u2014to get quick explanations, then validate with colleagues. Third, check out the guide I put together for common terms. And again, get closer to operations\u2014tour hospitals and clinics. That immersion speeds the learning curve.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Healthcare terms can be confusing\u2014e.g., different kinds of hospital foundations<\/strong>, or what an IPA<\/strong> is vs. a medical group<\/strong>. From the outside, it\u2019s tough to parse.<\/p>\nAlan Shoebridge (Providence):<\/strong> I still learn new things all the time. There\u2019s always new terminology. It\u2019s lifelong learning\u2014but AI and curiosity help accelerate it.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> As a communications leader, beyond terminology, what else do you wish the public (and marketers) better understood?<\/p>\nAlan Shoebridge (Providence):<\/strong> In an era of misinformation, be careful with sources. Rely on trusted health systems, your physicians, and public health departments for information. It\u2019s easy to get swept up by social media. Follow and engage with trusted<\/strong> sources.<\/p>\nStewart Gandolf (Healthcare Success):<\/strong> Alan, great having you back. It\u2019s been a while\u2014let\u2019s do it again soon. Thanks for your leadership in our field and for your time today.<\/p>\nAlan Shoebridge (Providence):<\/strong> Thanks\u2014this was fun.<\/p>\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"How understanding healthcare\u2019s core terminology empowers marketers and leaders to communicate more effectively, align strategy, and drive clarity across complex systems. In this episode, Stewart Gandolf talks with Alan Shoebridge (Providence) about why getting the language right. Terms like length of stay, payer mix, and no margin, no mission, isn\u2019t academic. It\u2019s operational. Clear, shared […]<\/p>\n","protected":false},"author":1,"featured_media":323914,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[96695],"tags":[20942,4391,3856,11655,5516,8402,16651,3705,28629],"dealstore":[],"offerexpiration":[],"class_list":["post-323913","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-interviews","tag-ensure","tag-healthcare","tag-language","tag-leadership","tag-lost","tag-marketing","tag-speaks","tag-team","tag-translation"],"yoast_head":"\n
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