Healthcare delivery has changed dramatically over the past few months. We’ve seen significant adjustments to policies around personnel, procedures, and delivery, and further changes are likely ahead. However, although these changes are novel, they’re not necessarily unexpected. According to Gensler, large “shocks” to the healthcare system have historically been the impetus behind large-scale healthcare delivery shifts. The 1918 ‘flu pandemic, for example, drove major change in disease prevention, hospital design, and public health initiatives.

So, what might COVID-19 mean for the future of our healthcare system?

COVID-19 has reshaped the world at large – and also how medical practices offer care for patients. Telehealth and virtual care have become key in providing treatment for patients with COVID-19 and non-COVID-19 related ailments. Efficient, affordable, and easy to implement, they promote social distancing, protect providers and patients, and free up valuable hospital resources for those who need it the most.

Online patient portals are quickly becoming a central part of the healthcare delivery experience. While some providers may be hesitant to introduce them due to the costs and learning curve involved in a new technological implementation, they offer myriad benefits to both patient and provider.

Physicians and medical practices looking to attract new clients and develop loyal patients need to understand how patients work. Patients typically wait until they’re sick before they select a provider.

So, whoever they see for this season’s flu will likely be who they return to for other services. Where a patient receives important episodic care influences and often decides where they’ll go for a mammogram or a physical. Given they had a good experience, of course.

The novel coronavirus (COVID-19) continues to spread across every populated continent. With widespread outbreaks throughout the US, counties, cities, and states are taking powerful mitigating steps to “flatten the curve.” The aim of the measures, which include “social distancing” and working from home, is to help spread out the impact of the virus to avoid overwhelming our hospital systems.

However, these measures have had a substantial economic impact on businesses across all industries, including medical clinics. Fearful of potential exposure, patients are avoiding seeing their physicians. Others are relying heavily on telemedicine, which has traditionally had stricter reimbursement requirements. The result is fewer patients and less revenue – although the bills continue to arrive as usual.

Here’s what medical practices can do to help keep the lights on until we find ourselves on the other side of the exponential part of the curve.

According to the Department of Labor, the healthcare industry is set to grow 14% through 2028 – faster than any other sector. The reason for this is twofold: an aging population, along with a greater demand for medical care.

While this is potentially excellent for the bottom line of your medical practice, it brings with it some challenges: namely the recruitment and retention of staff in an increasingly competitive sector. Rapid industry growth means not only will medical offices face a possible staff shortage but retaining existing staff may become more difficult. With human capital being one of the highest costs of running a medical practice, it pays to be mindful of both how you recruit and retain staff.

In today’s competitive medical landscape, your hospital needs to be able to differentiate itself from other providers. Effective market positioning can have a powerful impact on how your business is performing, attracting new patients, evolving your patient mix, and drawing high-performing doctors and employees.

You may already have a brand position in mind, but before embarking upon a brand overhaul or marketing campaign, it’s vital to undertake a market analysis. Review what your competitors are doing, and gauge how the public perceives you. This will help you identify potential gaps in the market, as well as determining what needs to be done to separate you from competing hospitals or clinics.