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4 principles for the future of pharma marketing

COVID-19 has disrupted markets and accelerated digital adoption but what does this mean for the future of marketing?
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COVID-19 has disrupted markets and accelerated digital adoption but what does this mean for the future of marketing? In this feature, Grünenthal’s Florent Eduoard and Kate Hurtig outline their principles for a new pharmaceutical marketing model. 

“Keith, Kotler, Maslow” has long been the Holy Trinity of pharma marketing. Great ancient thinkers all aspiring marketeers were taught to learn and respect, and to whom the smartest among us learnt to often refer to. This could be through a wise quote cracked in a meeting to give the right gravitas to any challenged proposal. ‘If Maslow said so, who dares challenge my proposal?’

And the fact is, for a long time, it worked.

The whole pharmaceutical marketing model was built on these founding principles, and delivered year after year blockbuster successes. Fortunes were made, careers were built, and junior marketers became senior vice presidents by paying tribute to the Holy Trinity principles. The innovation they brought, the science they used, and their broad vision shaped a framework that could be delivered immensely.

But the worm was in the fruit, as, even in the US, pharmaceutical companies struggled to transform the market into a consumer good market model. As a consequence, things turned sour when the payers progressively became immune to non-“real world data” based evidences and started to challenge the reality of the health benefits while cutting spend. Pharma was quick to react though and specialty care, a space where science can be paid for, became the place to be. The R&D focus began to shift, and so did the marketing.

“Thankfully, some mavericks had been preaching for years that the future was digital, and so, albeit with limited budgets and support, some marketeers had already explored alternative channels and approaches for pharma marketing”

Away from the Holy Trinity principles, ‘Launch Excellence’ became paramount and the patient was the new focus. They had to be nurtured and cared for, despite the fact we, as pharma companies, have very limited direct access to patients.

Ethically, this patient focus became our shield against any criticism, especially when it came to the emerging horror stories of past unethical marketing practices. We knew we could serve patients better with emerging technologies, patient communities, and adherence apps. We could deliver innovation and receive industry awards for groundbreaking technology everything was fine.

But fine is not good enough for financial markets and investors, and this slight model evolution was not enough to keep the sales growing at the expected rates. However, every year we kept repeating the decaying marketing approaches of the past – hammering the decision makers with repetitive messages, based on no true insight and created with less money, delivered by fewer people, and through only one or channels based on what the company preferred. Predictably, with fewer people and fewer channels to deliver our messages we had less impact. Our audience became bored and began to negatively judge our interactions.

But then, in 2020 the COVID-19 crisis hit the world and any remnants of this old model blew up. Suddenly, access to HCPs was cut and there was no way to deliver important messages the way we used to. If marketing is the art and science of making selling easy, was this the end of marketing altogether?

Without any access to our customers, what were we useful for? Should we just pack and go, or was there an unseen, unexploited opportunity we could build on to reboot our approach to marketing entirely and truly meet our customer needs?

Thankfully, some mavericks had been preaching for years that the future of marketing was digital, and so, albeit with limited budgets and support, some marketeers had already explored alternative channels and approaches to do pharma marketing.

But “digital” alone is not enough. Digital on its own is “just a channel” and we must think bigger we must go back to basics and look at the problem with fresh eyes, using all we have learned from the last years of diminishing impact and the new rise of digital accelerated by COVID-19.

So, today we share with you what we think should be the cornerstones of new pharma marketing reborn from the ashes of the COVID-19 pandemic and in tune with the evolution of technology and society.

Principle 1: Be customer centric. For real.

First, everything we do needs to be customer centric not as a tick box exercise, but as a deep transformation. Historically, marketing excellence has been very product-driven. But that approach has fallen short of delivering coherent and high-quality customer experiences due to internal competition between brands, franchises, business units, etc. The outcome has been like an Apple customer receiving competing commercial messages from the app store, movie store, Apple watch, laptop, phone, etc. This type of top-down messaging is annoying and redundant and did nothing for the needs or habits of the HCPs. Instead, it resulted in access restriction and pure Share of Voice fight, so neither added-value nor image improvement.

Therefore, our industry, which dedicates billions of euros and millions of workers to save lives, has a negative Net Promoter Score and an image closer to the tobacco or weapon industries. We have alienated ourselves, our customers, the patients, the public and the authorities, and if we want to be in a better place, we need to rethink the whole model and take it from outside to inside.

What are the experiences we want to create for our customers? What do we want them to know, feel, understand about our products so they can become better at what they are doing while receiving those elements in the way they want?

This has deep consequences:

  • We need to strengthen our analytics to be able to really understand our customers, rethink the way we do primary and secondary market research, the way we collect and process the data on our customers.
  • We need to love our customers more than our products and place their safety and interests above everything else.
  • We need to revise the way we conceive our marketing; the existing patient journeys are of course a must that need to remain at the core, but we now need to think how we can deliver for each individual customer the journey that will enable them to learn and perfect their practice.
  • We need to create new capabilities, and we need customer managers, who understand their customers deeply and know how to deliver them the appropriate experiences. We need data to do this, but true insight is found when data meets curiosity and an open mind. Our marketers of the future must be these people, who get out of bed in the morning to connect ideas, have ‘aha’ moments and then very quickly make them real.

As you can see, becoming truly customer centric is not equivalent to writing it in your values and then doing a few webinars with experts. It requires a change of skills, mindset and behaviours that impacts us all.

Principle 2: Take a swim in your data lake every morning

If social media can be used to influence a presidential election, as shown by Sinan Aral in his great book “The Hype Machine”, why do we still see some “Our next blockbuster” product launch plans so reliant on past experiences?  The reason is historical, technical and human.

Historically, pharma has always been very siloed, and structured data was power. Data was used to push personal, or departmental agendas, and the management was for a long time opposed to creating a single source of truth, encompassing all the enterprise data. Consequently, the commercial teams would never have access to the detailed R&D data or the production data, making it impossible to have an end-to-end management of the product life cycle based on a common dataset.

Even when the willingness was there, it was just technically impossible. The technology for Big Data has long been clunky, super expensive and very slow to setup, which was a poison pill in companies where the average turn-over of a management position is three years and projects like this rarely survive their initiators.

When you finally managed to have your data, you would then discover that it was fragmented all over the company, so dirty it was barely usable for anything and not worth the millions invested in getting it together.

And even if you managed to get a clean dataset, there was not the capability to use it. The average Analytical culture in Commercial functions is very low, all good data scientists are working in the R&D departments and the most complex statistical analysis most people understand is correlation. An over reliance on HIPO (Highest Income Person Opinion) in decision boards usually makes the purely data driven decisions quite rare.

But there is hope. What we see today is first a generalisation of clean data lakes. The technology is finally there, and we can connect all the data sources in a clean, single point, so that it can be extracted, cleaned and structured in a usable way.

“Our belief is that AI will play a key role in the future of marketing, and we would highlight two applications that will change the game.”

What is different is that today we share cloud-based infrastructure and tools with non-pharma companies, like FMCG. And those companies come with a far stronger analytical culture, better capabilities, better data exploitation tools and teams of experts we can tap into to enrich our own practices.

As we go for a world where we will deliver against our customer habits and appetites as to how and when they want to consume a content they are interested in, and no more a one size fits all message across all of them, we see an explosion in the data volumes and granularity. We can now very precisely know what each of our customer has seen, what they have done and what they are interested in, how they want to receive it etc. and we can finally address those needs. This change of mindset, as well as practice, makes us closer to any FMCG model, a B to C model where we finally treat each HCP as an individual.

Of course, the human dimension of this transformation is the hardest of all. The marketeer of tomorrow needs to understand data, needs to use data not only to generate insights but also to deliver the customer experiences that work. They need to be hungry for more data, always thinking out of the box how to enrich the data stack with actionable elements and stop relying on very high-level market research. Ultimately, the marketing insights of tomorrow will be generated by combining the terabytes of data we collect, through advanced analytics that will detect patterns in the data and will alert the humans on the opportunity just detected, and then use our human minds to seek the human behavioural element behind that. Once we combine data-driven and human behavioural insights, we can really understand what we can do.

Principle 3: In AI we trust

One of the many challenges coming with a data-based future is the human limited capacity to compute big data sets into rapid actions. And one great solution to this is the tactical implementation of artificial intelligence. It is fascinating to listen to people talking about AI, as there are so many misconceptions about how it should be used.

Our belief is that AI will play a key role in the future of marketing, and we would highlight two applications that will change the game.

First, the famous Next Best Action. It is now proven that using AI to go through our marketing mix, on a clean data stack and in a system where all our channels (face to face, web, email, webinars etc.) are interconnected allows the system to understand precisely what the customer wants, and to give it to them.

That is the core of all recommendation algorithms and can be used for the worst, but also for the best. They can create great customer experiences at a very detailed level – each interaction – without overloading the company employees with hundreds of thousands of small decisions. It literally is going from the Ford T to the Tesla car. This is real today, at small scale, and will become the norm tomorrow in healthcare.

Second, what we would call the Nessie project. Like the famous monster of the Scottish lake, we can now have AI browsing through the lake, permanently looking for patterns, new ones, broken ones, any kind of changes that would indicate the market is moving, the customers are changing, and turn that into an alert humans can look at and potentially exploit. It is the automated generation of data-based insights, that will create the business opportunities of tomorrow.

What we see in both of those cases, is that we are not talking about replacing humans by artificial intelligence. What we foresee is ‘augmented intelligence’, where the marketeer will do what humans are good at: bringing new perspectives, bringing together elements that seem totally unrelated, adding the human factor into the analysis, and driving the future actions at big scale. But to do so we need to completely revolutionise our culture, working habits, and our capabilities to get there.

Principle 4: It’s all about culture.

This cultural aspect of the future of marketing is the biggest enabler, and the biggest challenge of all. Pharma has been successful because the environment is so regulated. We are used to long and thorough processes to discover, test and get approved expensive products so we struggle being agile and entrepreneurial.

Innovation cultures have natural tension between two seemingly opposing behavioural forces, articulated by Gary Pisano in his article “The Hard Truth about Innovation Cultures”.

Innovation needs five things:

  1. Tolerance for failure, but not tolerance for incompetence
  2. Willingness to experiment, but highly disciplined
  3. Psychologically safe but brutally candid
  4. Collaboration but with individual accountability
  5. Flat but strong leadership

Only by managing these tensions, and role modelling them from the top, and at the same time creating grassroots “movements” within the brand and customer teams, can pharma get out of its own way and allow innovation to occur in our business model, as well as in our R&D group.

The key decisionmakers have been very successful building careers with a specific paradigm, and they doubt the world has fundamentally changed. It is our role as marketeers to lead them through the changes happening, so that they can role model the behaviour of tomorrow. If teams see senior leaders sharing their own mistakes and learning, if our marketing juniors can feel that they are trusted, empowered to innovate, that they can challenge the status quo and the established methods and tools, then they will unleash their creative mind. Psychological safety is a must for an organisation to innovate daily, beyond controlled pilots.

Of course, this must be accompanied by a massive learning and education program, that makes all of us better at understanding this new world and technologies. As we build confidence in using them we can then focus on what matters the most: the customer experiences we are creating.

In addition to this, our strategies will become purposeful and our motivation will go up. Because of our pride and passion, the marketing of the future will be better for all, not just the pharma company, but also the HCPs and ultimately the patients who will get the right treatment administered in the right way.

This future starts now.

About the authors

Florent Edouard is the global head of commercial excellence at Grünenthal Group, a pharmaceutical company headquartered in Germany and specialised in pain. Coming from AstraZeneca, where he led multiple commercial functions including four years in charge of AZ Respiratory and GI franchise in Japan, he joined Grünenthal in 2017 to drive the company’s commercial transformation, from Launch Excellence to Field team impact, through Analytics uplift as well as platform and capability build across affiliates.

Kate Hurtig currently heads up global marketing at Grünenthal’s group, and is keen to inject the voice of customers and patients who are struggling with the problem of poorly managed pain into everything we do, so that together we can help reduce pain in the world. Kate brings with her a passion for creative problem solving, deep curiosity for how our brains (and the brains for our customers!) actually work, and experience in marketing and in the pain therapy area.

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Copper Soars, Iron Ore Tumbles As Goldman Says “Copper’s Time Is Now”

Copper Soars, Iron Ore Tumbles As Goldman Says "Copper’s Time Is Now"

After languishing for the past two years in a tight range despite recurring…

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Copper Soars, Iron Ore Tumbles As Goldman Says "Copper's Time Is Now"

After languishing for the past two years in a tight range despite recurring speculation about declining global supply, copper has finally broken out, surging to the highest price in the past year, just shy of $9,000 a ton as supply cuts hit the market; At the same time the price of the world's "other" most important mined commodity has diverged, as iron ore has tumbled amid growing demand headwinds out of China's comatose housing sector where not even ghost cities are being built any more.

Copper surged almost 5% this week, ending a months-long spell of inertia, as investors focused on risks to supply at various global mines and smelters. As Bloomberg adds, traders also warmed to the idea that the worst of a global downturn is in the past, particularly for metals like copper that are increasingly used in electric vehicles and renewables.

Yet the commodity crash of recent years is hardly over, as signs of the headwinds in traditional industrial sectors are still all too obvious in the iron ore market, where futures fell below $100 a ton for the first time in seven months on Friday as investors bet that China’s years-long property crisis will run through 2024, keeping a lid on demand.

Indeed, while the mood surrounding copper has turned almost euphoric, sentiment on iron ore has soured since the conclusion of the latest National People’s Congress in Beijing, where the CCP set a 5% goal for economic growth, but offered few new measures that would boost infrastructure or other construction-intensive sectors.

As a result, the main steelmaking ingredient has shed more than 30% since early January as hopes of a meaningful revival in construction activity faded. Loss-making steel mills are buying less ore, and stockpiles are piling up at Chinese ports. The latest drop will embolden those who believe that the effects of President Xi Jinping’s property crackdown still have significant room to run, and that last year’s rally in iron ore may have been a false dawn.

Meanwhile, as Bloomberg notes, on Friday there were fresh signs that weakness in China’s industrial economy is hitting the copper market too, with stockpiles tracked by the Shanghai Futures Exchange surging to the highest level since the early days of the pandemic. The hope is that headwinds in traditional industrial areas will be offset by an ongoing surge in usage in electric vehicles and renewables.

And while industrial conditions in Europe and the US also look soft, there’s growing optimism about copper usage in India, where rising investment has helped fuel blowout growth rates of more than 8% — making it the fastest-growing major economy.

In any case, with the demand side of the equation still questionable, the main catalyst behind copper’s powerful rally is an unexpected tightening in global mine supplies, driven mainly by last year’s closure of a giant mine in Panama (discussed here), but there are also growing worries about output in Zambia, which is facing an El Niño-induced power crisis.

On Wednesday, copper prices jumped on huge volumes after smelters in China held a crisis meeting on how to cope with a sharp drop in processing fees following disruptions to supplies of mined ore. The group stopped short of coordinated production cuts, but pledged to re-arrange maintenance work, reduce runs and delay the startup of new projects. In the coming weeks investors will be watching Shanghai exchange inventories closely to gauge both the strength of demand and the extent of any capacity curtailments.

“The increase in SHFE stockpiles has been bigger than we’d anticipated, but we expect to see them coming down over the next few weeks,” Colin Hamilton, managing director for commodities research at BMO Capital Markets, said by phone. “If the pace of the inventory builds doesn’t start to slow, investors will start to question whether smelters are actually cutting and whether the impact of weak construction activity is starting to weigh more heavily on the market.”

* * *

Few have been as happy with the recent surge in copper prices as Goldman's commodity team, where copper has long been a preferred trade (even if it may have cost the former team head Jeff Currie his job due to his unbridled enthusiasm for copper in the past two years which saw many hedge fund clients suffer major losses).

As Goldman's Nicholas Snowdon writes in a note titled "Copper's time is now" (available to pro subscribers in the usual place)...

... there has been a "turn in the industrial cycle." Specifically according to the Goldman analyst, after a prolonged downturn, "incremental evidence now points to a bottoming out in the industrial cycle, with the global manufacturing PMI in expansion for the first time since September 2022." As a result, Goldman now expects copper to rise to $10,000/t by year-end and then $12,000/t by end of Q1-25.’

Here are the details:

Previous inflexions in global manufacturing cycles have been associated with subsequent sustained industrial metals upside, with copper and aluminium rising on average 25% and 9% over the next 12 months. Whilst seasonal surpluses have so far limited a tightening alignment at a micro level, we expect deficit inflexions to play out from quarter end, particularly for metals with severe supply binds. Supplemented by the influence of anticipated Fed easing ahead in a non-recessionary growth setting, another historically positive performance factor for metals, this should support further upside ahead with copper the headline act in this regard.

Goldman then turns to what it calls China's "green policy put":

Much of the recent focus on the “Two Sessions” event centred on the lack of significant broad stimulus, and in particular the limited property support. In our view it would be wrong – just as in 2022 and 2023 – to assume that this will result in weak onshore metals demand. Beijing’s emphasis on rapid growth in the metals intensive green economy, as an offset to property declines, continues to act as a policy put for green metals demand. After last year’s strong trends, evidence year-to-date is again supportive with aluminium and copper apparent demand rising 17% and 12% y/y respectively. Moreover, the potential for a ‘cash for clunkers’ initiative could provide meaningful right tail risk to that healthy demand base case. Yet there are also clear metal losers in this divergent policy setting, with ongoing pressure on property related steel demand generating recent sharp iron ore downside.

Meanwhile, Snowdon believes that the driver behind Goldman's long-running bullish view on copper - a global supply shock - continues:

Copper’s supply shock progresses. The metal with most significant upside potential is copper, in our view. The supply shock which began with aggressive concentrate destocking and then sharp mine supply downgrades last year, has now advanced to an increasing bind on metal production, as reflected in this week's China smelter supply rationing signal. With continued positive momentum in China's copper demand, a healthy refined import trend should generate a substantial ex-China refined deficit this year. With LME stocks having halved from Q4 peak, China’s imminent seasonal demand inflection should accelerate a path into extreme tightness by H2. Structural supply underinvestment, best reflected in peak mine supply we expect next year, implies that demand destruction will need to be the persistent solver on scarcity, an effect requiring substantially higher pricing than current, in our view. In this context, we maintain our view that the copper price will surge into next year (GSe 2025 $15,000/t average), expecting copper to rise to $10,000/t by year-end and then $12,000/t by end of Q1-25’

Another reason why Goldman is doubling down on its bullish copper outlook: gold.

The sharp rally in gold price since the beginning of March has ended the period of consolidation that had been present since late December. Whilst the initial catalyst for the break higher came from a (gold) supportive turn in US data and real rates, the move has been significantly amplified by short term systematic buying, which suggests less sticky upside. In this context, we expect gold to consolidate for now, with our economists near term view on rates and the dollar suggesting limited near-term catalysts for further upside momentum. Yet, a substantive retracement lower will also likely be limited by resilience in physical buying channels. Nonetheless, in the midterm we continue to hold a constructive view on gold underpinned by persistent strength in EM demand as well as eventual Fed easing, which should crucially reactivate the largely for now dormant ETF buying channel. In this context, we increase our average gold price forecast for 2024 from $2,090/toz to $2,180/toz, targeting a move to $2,300/toz by year-end.

Much more in the full Goldman note available to pro subs.

Tyler Durden Fri, 03/15/2024 - 14:25

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The millions of people not looking for work in the UK may be prioritising education, health and freedom

Economic inactivity is not always the worst option.

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Taking time out. pathdoc/Shutterstock

Around one in five British people of working age (16-64) are now outside the labour market. Neither in work nor looking for work, they are officially labelled as “economically inactive”.

Some of those 9.2 million people are in education, with many students not active in the labour market because they are studying full-time. Others are older workers who have chosen to take early retirement.

But that still leaves a large number who are not part of the labour market because they are unable to work. And one key driver of economic inactivity in recent years has been illness.

This increase in economic inactivity – which has grown since before the pandemic – is not just harming the economy, but also indicative of a deeper health crisis.

For those suffering ill health, there are real constraints on access to work. People with health-limiting conditions cannot just slot into jobs that are available. They need help to address the illnesses they have, and to re-engage with work through organisations offering supportive and healthy work environments.

And for other groups, such as stay-at-home parents, businesses need to offer flexible work arrangements and subsidised childcare to support the transition from economic inactivity into work.

The government has a role to play too. Most obviously, it could increase investment in the NHS. Rising levels of poor health are linked to years of under-investment in the health sector and economic inactivity will not be tackled without more funding.

Carrots and sticks

For the time being though, the UK government appears to prefer an approach which mixes carrots and sticks. In the March 2024 budget, for example, the chancellor cut national insurance by 2p as a way of “making work pay”.

But it is unclear whether small tax changes like this will have any effect on attracting the economically inactive back into work.

Jeremy Hunt also extended free childcare. But again, questions remain over whether this is sufficient to remove barriers to work for those with parental responsibilities. The high cost and lack of availability of childcare remain key weaknesses in the UK economy.

The benefit system meanwhile has been designed to push people into work. Benefits in the UK remain relatively ungenerous and hard to access compared with other rich countries. But labour shortages won’t be solved by simply forcing the economically inactive into work, because not all of them are ready or able to comply.

It is also worth noting that work itself may be a cause of bad health. The notion of “bad work” – work that does not pay enough and is unrewarding in other ways – can lead to economic inactivity.

There is also evidence that as work has become more intensive over recent decades, for some people, work itself has become a health risk.

The pandemic showed us how certain groups of workers (including so-called “essential workers”) suffered more ill health due to their greater exposure to COVID. But there are broader trends towards lower quality work that predate the pandemic, and these trends suggest improving job quality is an important step towards tackling the underlying causes of economic inactivity.

Freedom

Another big section of the economically active population who cannot be ignored are those who have retired early and deliberately left the labour market behind. These are people who want and value – and crucially, can afford – a life without work.

Here, the effects of the pandemic can be seen again. During those years of lockdowns, furlough and remote working, many of us reassessed our relationship with our jobs. Changed attitudes towards work among some (mostly older) workers can explain why they are no longer in the labour market and why they may be unresponsive to job offers of any kind.

Sign on railings supporting NHS staff during pandemic.
COVID made many people reassess their priorities. Alex Yeung/Shutterstock

And maybe it is from this viewpoint that we should ultimately be looking at economic inactivity – that it is actually a sign of progress. That it represents a move towards freedom from the drudgery of work and the ability of some people to live as they wish.

There are utopian visions of the future, for example, which suggest that individual and collective freedom could be dramatically increased by paying people a universal basic income.

In the meantime, for plenty of working age people, economic inactivity is a direct result of ill health and sickness. So it may be that the levels of economic inactivity right now merely show how far we are from being a society which actually supports its citizens’ wellbeing.

David Spencer has received funding from the ESRC.

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Illegal Immigrants Leave US Hospitals With Billions In Unpaid Bills

Illegal Immigrants Leave US Hospitals With Billions In Unpaid Bills

By Autumn Spredemann of The Epoch Times

Tens of thousands of illegal…

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Illegal Immigrants Leave US Hospitals With Billions In Unpaid Bills

By Autumn Spredemann of The Epoch Times

Tens of thousands of illegal immigrants are flooding into U.S. hospitals for treatment and leaving billions in uncompensated health care costs in their wake.

The House Committee on Homeland Security recently released a report illustrating that from the estimated $451 billion in annual costs stemming from the U.S. border crisis, a significant portion is going to health care for illegal immigrants.

With the majority of the illegal immigrant population lacking any kind of medical insurance, hospitals and government welfare programs such as Medicaid are feeling the weight of these unanticipated costs.

Apprehensions of illegal immigrants at the U.S. border have jumped 48 percent since the record in fiscal year 2021 and nearly tripled since fiscal year 2019, according to Customs and Border Protection data.

Last year broke a new record high for illegal border crossings, surpassing more than 3.2 million apprehensions.

And with that sea of humanity comes the need for health care and, in most cases, the inability to pay for it.

In January, CEO of Denver Health Donna Lynne told reporters that 8,000 illegal immigrants made roughly 20,000 visits to the city’s health system in 2023.

The total bill for uncompensated care costs last year to the system totaled $140 million, said Dane Roper, public information officer for Denver Health. More than $10 million of it was attributed to “care for new immigrants,” he told The Epoch Times.

Though the amount of debt assigned to illegal immigrants is a fraction of the total, uncompensated care costs in the Denver Health system have risen dramatically over the past few years.

The total uncompensated costs in 2020 came to $60 million, Mr. Roper said. In 2022, the number doubled, hitting $120 million.

He also said their city hospitals are treating issues such as “respiratory illnesses, GI [gastro-intenstinal] illnesses, dental disease, and some common chronic illnesses such as asthma and diabetes.”

“The perspective we’ve been trying to emphasize all along is that providing healthcare services for an influx of new immigrants who are unable to pay for their care is adding additional strain to an already significant uncompensated care burden,” Mr. Roper said.

He added this is why a local, state, and federal response to the needs of the new illegal immigrant population is “so important.”

Colorado is far from the only state struggling with a trail of unpaid hospital bills.

EMS medics with the Houston Fire Department transport a Mexican woman the hospital in Houston on Aug. 12, 2020. (John Moore/Getty Images)

Dr. Robert Trenschel, CEO of the Yuma Regional Medical Center situated on the Arizona–Mexico border, said on average, illegal immigrants cost up to three times more in human resources to resolve their cases and provide a safe discharge.

“Some [illegal] migrants come with minor ailments, but many of them come in with significant disease,” Dr. Trenschel said during a congressional hearing last year.

“We’ve had migrant patients on dialysis, cardiac catheterization, and in need of heart surgery. Many are very sick.”

He said many illegal immigrants who enter the country and need medical assistance end up staying in the ICU ward for 60 days or more.

A large portion of the patients are pregnant women who’ve had little to no prenatal treatment. This has resulted in an increase in babies being born that require neonatal care for 30 days or longer.

Dr. Trenschel told The Epoch Times last year that illegal immigrants were overrunning healthcare services in his town, leaving the hospital with $26 million in unpaid medical bills in just 12 months.

ER Duty to Care

The Emergency Medical Treatment and Labor Act of 1986 requires that public hospitals participating in Medicare “must medically screen all persons seeking emergency care … regardless of payment method or insurance status.”

The numbers are difficult to gauge as the policy position of the Centers for Medicare & Medicaid Services (CMS) is that it “will not require hospital staff to ask patients directly about their citizenship or immigration status.”

In southern California, again close to the border with Mexico, some hospitals are struggling with an influx of illegal immigrants.

American patients are enduring longer wait times for doctor appointments due to a nursing shortage in the state, two health care professionals told The Epoch Times in January.

A health care worker at a hospital in Southern California, who asked not to be named for fear of losing her job, told The Epoch Times that “the entire health care system is just being bombarded” by a steady stream of illegal immigrants.

“Our healthcare system is so overwhelmed, and then add on top of that tuberculosis, COVID-19, and other diseases from all over the world,” she said.

A Salvadorian man is aided by medical workers after cutting his leg while trying to jump on a truck in Matias Romero, Mexico, on Nov. 2, 2018. (Spencer Platt/Getty Images)

A newly-enacted law in California provides free healthcare for all illegal immigrants residing in the state. The law could cost taxpayers between $3 billion and $6 billion per year, according to recent estimates by state and federal lawmakers.

In New York, where the illegal immigration crisis has manifested most notably beyond the southern border, city and state officials have long been accommodating of illegal immigrants’ healthcare costs.

Since June 2014, when then-mayor Bill de Blasio set up The Task Force on Immigrant Health Care Access, New York City has worked to expand avenues for illegal immigrants to get free health care.

“New York City has a moral duty to ensure that all its residents have meaningful access to needed health care, regardless of their immigration status or ability to pay,” Mr. de Blasio stated in a 2015 report.

The report notes that in 2013, nearly 64 percent of illegal immigrants were uninsured. Since then, tens of thousands of illegal immigrants have settled in the city.

“The uninsured rate for undocumented immigrants is more than three times that of other noncitizens in New York City (20 percent) and more than six times greater than the uninsured rate for the rest of the city (10 percent),” the report states.

The report states that because healthcare providers don’t ask patients about documentation status, the task force lacks “data specific to undocumented patients.”

Some health care providers say a big part of the issue is that without a clear path to insurance or payment for non-emergency services, illegal immigrants are going to the hospital due to a lack of options.

“It’s insane, and it has been for years at this point,” Dana, a Texas emergency room nurse who asked to have her full name omitted, told The Epoch Times.

Working for a major hospital system in the greater Houston area, Dana has seen “a zillion” migrants pass through under her watch with “no end in sight.” She said many who are illegal immigrants arrive with treatable illnesses that require simple antibiotics. “Not a lot of GPs [general practitioners] will see you if you can’t pay and don’t have insurance.”

She said the “undocumented crowd” tends to arrive with a lot of the same conditions. Many find their way to Houston not long after crossing the southern border. Some of the common health issues Dana encounters include dehydration, unhealed fractures, respiratory illnesses, stomach ailments, and pregnancy-related concerns.

“This isn’t a new problem, it’s just worse now,” Dana said.

Emergency room nurses and EMTs tend to patients in hallways at the Houston Methodist The Woodlands Hospital in Houston on Aug. 18, 2021. (Brandon Bell/Getty Images)

Medicaid Factor

One of the main government healthcare resources illegal immigrants use is Medicaid.

All those who don’t qualify for regular Medicaid are eligible for Emergency Medicaid, regardless of immigration status. By doing this, the program helps pay for the cost of uncompensated care bills at qualifying hospitals.

However, some loopholes allow access to the regular Medicaid benefits. “Qualified noncitizens” who haven’t been granted legal status within five years still qualify if they’re listed as a refugee, an asylum seeker, or a Cuban or Haitian national.

Yet the lion’s share of Medicaid usage by illegal immigrants still comes through state-level benefits and emergency medical treatment.

A Congressional report highlighted data from the CMS, which showed total Medicaid costs for “emergency services for undocumented aliens” in fiscal year 2021 surpassed $7 billion, and totaled more than $5 billion in fiscal 2022.

Both years represent a significant spike from the $3 billion in fiscal 2020.

An employee working with Medicaid who asked to be referred to only as Jennifer out of concern for her job, told The Epoch Times that at a state level, it’s easy for an illegal immigrant to access the program benefits.

Jennifer said that when exceptions are sent from states to CMS for approval, “denial is actually super rare. It’s usually always approved.”

She also said it comes as no surprise that many of the states with the highest amount of Medicaid spending are sanctuary states, which tend to have policies and laws that shield illegal immigrants from federal immigration authorities.

Moreover, Jennifer said there are ways for states to get around CMS guidelines. “It’s not easy, but it can and has been done.”

The first generation of illegal immigrants who arrive to the United States tend to be healthy enough to pass any pre-screenings, but Jennifer has observed that the subsequent generations tend to be sicker and require more access to care. If a family is illegally present, they tend to use Emergency Medicaid or nothing at all.

The Epoch Times asked Medicaid Services to provide the most recent data for the total uncompensated care that hospitals have reported. The agency didn’t respond.

Continue reading over at The Epoch Times

Tyler Durden Fri, 03/15/2024 - 09:45

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