** Rescheduled Due to Platform Maintenance **

July 9th at 10:00 AM EDT (See below for time zone information)

US Healthcare Reform is Here to Stay.  Medical Tourism Magazine has been following the healthcare reform debate and issues and bringing you live the ruling of the US Supreme Court.  Whether you are for or against Healthcare Reform you know by now that the Supreme Court has made the unprecedented decision to allow the law to stay in effect.  Healthcare Reform Legislation, PPACA, was signed into law March 23, 2010 and provides the most sweeping changes we have ever seen to healthcare and health insurance in America. PPACA has far reaching effects on insurance companies and corporations.

“The Supreme Court’s decision to uphold the Affordable Care Act is an historic victory for the tens of millions more Americans who will be covered by health insurance. The law’s effects will be significant in our state, where over two million people are uninsured. Over a million uninsured New Yorkers will soon have access to affordable coverage. This law will continue to provide a spectrum of key consumer protections including keeping young adults on their parents’ plans, ending pre-existing condition restrictions, and increasing consumer information about health care choices. My office stands ready to enforce the Affordable Care Act to ensure that all New Yorkers will benefit from the law’s protections.” -Attorney General Eric T. Schneiderman

The U.S. Supreme Court upheld the core of President Barack Obama’s health-care overhaul.  The justices, voting 5-4, said Congress has the power to make Americans carry insurance or pay a penalty. That requirement is at the core of the law, which also forces insurers to cover people with pre-existing health conditions. The court limited the law’s extension of the Medicaid program for the poor by saying the federal government can’t threaten to withhold money from states that don’t fully comply. 

Related Article: Healthcare Reform ~ Think Medical Tourism

Healthcare Reform is expected to increase health insurance costs, driving US employers to look at creative ways to lower healthcare and health insurance costs.   Industry experts believe this will be very positive to medical tourism as more employers and insurers turn towards medical tourism as one of the few ways to stop rising healthcare and insurance costs.

Please Join us July 9th at 10am EST and learn more about “US Healthcare Reform’s Effect on Medical Tourism”

The Medical Tourism Magazine will be hosting a webinar on the “US Healthcare Reform’s Effect on Medical Tourism” presented by Jonathan Edelheit, the CEO of the Medical Tourism Association that will discuss what to expect in the next few years as healthcare reform moves forward as well as it’s impact on the future of Medical Tourism.

Webinar Information:

“US Healthcare Reform’s Effect on Medical Tourism”

Time & Date: 

New York          Monday, July 9, 2012 at 10:00:00 AM EDT 

Los Angeles     Monday, July 9, 2012 at 7:00:00 AM PDT 

For International Attendees:

London              Monday, July 9, 2012 at 3:00:00 PM BST 

Cairo                  Monday, July 9, 2012 at 4:00:00 PM EET 

New Delhi         Monday, July 9, 2012 at 7:30:00 PM IST

Hong Kong       Monday, July 9, 2012 at 10:00:00 PM HKT

Seating Is Limited:
Register today to secure your spot!

Launched in 1966, UC San Diego Health System is the region’s only academic health system, with a mission of providing excellent and compassionate patient care, advancing medical discoveries and educating future health care professionals. It comprises UC San Diego Medical Center in Hillcrest, and UC San Diego Thornton Hospital, Moores Cancer Center, Shiley Eye Center, Sulpizio Cardiovascular Center and Jacobs Medical Center (slated to open in 2016) in La Jolla, as well as other primary and specialty practices of UC San Diego Medical Group. The Medical Center, Thornton Hospital and Sulpizio Cardiovascular Center operate under one license with a combined licensed capacity of 600 beds. Through its service, innovation and education, UC San Diego Health System is one place for compassionate caring and exceptional patient outcomes.

To learn more about UC San Diego Health System, please visit their website: www.health.ucsd.edu

To learn more about membership with the MTA, please visit http://www.medicaltourismassociation.com/en/join.html or email Eda Firat, Global Program & Membership Coordinator at Eda@MedicalTourismAssociation.com 

Time Zone Information for International Viewers:

New York          Tuesday, July 10, 2012 at 9:00:00 AM EDT
Los Angeles     Tuesday, July 10, 2012 at 6:00:00 AM PDT
London              Tuesday, July 10, 2012 at 2:00:00 PM BST
Cairo                  Tuesday, July 10, 2012 at 3:00:00 PM EET
New Delhi         Tuesday, July 10, 2012 at 6:30:00 PM IST
Hong Kong       Tuesday, July 10, 2012 at 9:00:00 PM HKT

Seating Is Limited:
Register today to secure your spot!

After speaking to some people recently, the idea of attracting international patients to their area seems impossible so they just write off the concept of medical tourism. But, maybe they should consider domestic medical tourism to begin with.

I have spoken to a few tourism boards from small counties lately and they all say what great tourism offerings they have and when I ask about the healthcare they can usually list at least one local facility off hand that specializes in something. So why not start there? The tourism board could partner with the one or more local healthcare facilities and maybe a few hotels to begin with. They can create a small partnership agreement and see how it works.

I’m sure most patients covered by health insurance do not really consider going to a different state or county to receive treatment.  In most cases it is probably because they don’t really know a lot about it, not everyone does extensive research before getting a procedure. But, if they have the same coverage in another state and they can afford a trip, then why wouldn’t they be interested? Depending of course on the procedure they need.  This is where I see the opportunity for small counties to shine.  The example that keeps coming to my mind is relaxing at a wine vineyard in some small town, while recovering from a minimally invasive procedure. Some of these smaller places will be quieter, quaint and have unique features.  This way the patient could enjoy recovering and so could the companion they bring along. Even if a patient has a procedure in their home town, they typically have a friend or family member to assist them during the recovery process; this is the chance for the companion to enjoy the recovery time also.

A clear marketing plan needs to be put in place, and once the destination has been established or has seen results from their efforts then they could take it to another level, in the medical tourism industry, possibilities are endless!  The Medical Tourism Association has a Destination Branding Program in place that could assist smaller destinations in finding the right marketing strategy for them.  The point is, there are so many aspects to this industry and new ideas are always being implemented, do not get scared off at the thought of your small destination trying to attract all these patients from all over the world. Just start off at a comfortable level.  The World Medical Tourism & Global Healthcare Congress would be a good starting point to learn all about the industry from the experts!

If anyone else is interested in this idea, please let me know!

Olivia@MedicalTourismAssociation.com

What makes a great International Patient Services Department (IPS)? How do you measure up to other hospitals in your country, region or even globally? How do you know what your competition is doing and what makes your IPS department better? What do you use to measure your success or lack of success?

As medical tourism grows, an IPS Department must make sure they are doing all they can to compete in the growing medical tourism market while increasing international patient flow and guarantying patients have a outstanding experience with positive outcomes. Implementing best practices are great, but how are your practices better?

Many great international patient service departments have lost this battle, because they never changed, and rested on their laurels. Have you gone over your procedures and made sure you are providing your patients the best experience in all the phases and nuances of treating international patients? When did you last ask, how can we improve?

A great way of measuring your success is providing every international patient with a survey regarding their stay. Making sure they all complete the survey may be a difficult task, so maybe you can provide a small gift for their time and thoughts. How much is a nice cup of coffee? Not much, but it let’s your patient know you value their opinion. Do you know how many of your patients come back for additional treatment? Maybe this year they did the right knee, but will they come back for the left knee when it requires surgery? Have you sent your past international patients a birthday or a thank you card from all the staff, with real signatures? It’s these little things that patients appreciate and keep them engaged.

As the cost and availability for healthcare becomes more difficult to obtain, insurance companies will look for Certified IPS departments in providing better healthcare to their clients in addition to reasonable and transparent rates. They will need to know that your International Patient Services Department has gone the extra mile in raising your standards and services.

Certification of International Patient Services Departments has become a valuable commodity. More hospitals are beginning to understand the need to stand above their competition and have the ability to not only to shout it to the world! But prove it to their patients by providing a great experience. Just as JCI has become a standard in hospital quality and standards, so has International Patient Services Certification or IPSC™.

IPSC™ provides a great deal of value not only to the hospitals IPS Departments, but to their patients, by working with procedures and processes that have been proven, tested and developed by the Medical Tourism Industry, not just made up in some boardroom.

When was the last time you made a call to your competitor’s hospital to see how quick they are to respond to your call or e-mail? How does their website look? Is it in multiple languages? Are there hundreds of testimonials? And when was the last time you called your own hospitals IPS department to see how they respond to your inquire?

Sometimes taking a good hard look at ourselves and our competition, helps us to better improve ourselves while helping our patients.

Wellmed is the first Medical Tourism facilitator working from Nicaragua with presence in the United States.  They are active in promoting the best hospitals and most prestigious medical doctors in the country.

Wellmed provides solutions both to patients looking for quality procedures/services at affordable prices as well as to doctors and hospitals looking to improve their market penetration in the USA and Canada. Their USA office operating from Fort Lauderdale, Florida has developed strong relationships with the Latin communities living in the United States and has mandated to increase the American based market as well. Their office in Managua handles all the logistics and services and provides the necessary support for patients coming from abroad.

Wellmed is the leader in Medical Tourism development in Nicaragua and is contributing significantly to the development of the national cluster of medical tourism.

For more information please visit their website www.nicaraguawellmed.com

Email:  info@nicaraguawellmed.com

Phone: 305-515-8292

One of the most valuable intangible assets of any organization is its brand. Building a strong brand is both and art and a science and it requires careful planning, a long term commitment and a creatively designed and executed marketing. A strong brand commands intense consumer loyalty which also translates into consumer willingness to pay a higher price -often 20 to 25% more than competing organizations.

Hospitals often are faced with the dilemma of whether to brand their hospital or its doctors in order to attract more patients and build its reputation. The hospital should focus its marketing resources in building a strong brand for the organization as opposed to promoting their doctors who can leave the organization, take the reputation linked to their names and use it for the benefit of another organization.  

Trust in your hospital’s brand and image helps patients decide where to seek care, where to return and who to recommend. Creating deep and lasting connections with your patients and their families grows the hospital brand, improves its public image and helps with staff acquisition and retention. Branding should be a priority for healthcare organizations for different reasons:

1. Strong healthcare brands are in control of their own destinies

 2. A clear brand positioning enhances collaboration between physicians and staff

 3. Branding ensures consistent communications  

4. Branding supports multichannel and social media initiatives

In addition, hospitals should invest resources in internal branding because it helps inform and inspire employees about brands. The brand promise of the hospital will not be delivered unless everyone in the organization lives the brand.

The Medical Tourism Association has developed several programs to help international hospitals build a strong brand and become  leaders in the global healthcare industry. The MTA Hospital Destination Guide higlights the healhcare offer of a specific hospital and represents a powerful tool to market its services to both patients and buyers of healthcare. To learn more about this program and other initiatives for healthcare providers visit: http://www.medicaltourismassociation.com/en/hospitals.html

In the competitive environment we live in, hospitals are competing at a national and international level.  As hospitals work on expansion strategies, acquire new technology and build a strong team of healthcare professionals, it is imperative to communicate and market these strengths and build a strong brand. Long-term survival and success of the hospital will depend on it.

Med Tourism & Consulting, Inc. (MTC) is a corporation created to facilitate health tourism services in the Caribbean, including Puerto Rico, Dominican Republic and other jurisdictions.

MTC mission is: “To serve as a liaison and coordinator between customers and the most qualified providers in health tourism, in order to meet the health needs of the client, combined with a tourist experience.”

MTC vision is: “To position ourselves as the leading facilitators in the field of health tourism, providing a service of excellence.”

For health tourists, MTC can link their medical necessities with a personalized tourist experience in some of the most beautiful and highest in demand destinations in the Caribbean. Each customer will receive health and wellness services of the highest quality while enjoying an exceptional tourist experience.

MTC helps clients make the decisions that best meet the needs given their medical condition. Each client will have an individualized plan that responds to their health needs and priorities which will be developed in collaboration with a medical provider. The company will also liaise between clients and medical authorities before, during, and after the provision of our services.

MTC has a team of highly qualified professionals in the field of medical services, marketing, tourism, public relations, legal consulting, and business management.

For more information you can access their website www.medtourismconsulting.com

To contact them by email at info@medtourismconsulting.com or call 787-643-6844 and 787-636-7952.

As part of the Medical Tourism Association’s™  commitment to education and transparency we will be providing updated information on basic standard requirements and elements for contracts and agreements between hospitals, facilitators, employers and insurance companies. The MTA receives several calls from medical tourism facilitators and those that want to become a facilitator; all asking legal questions about liability and contracts. The MTA worked with the law frim Squire Sanders (US) LLP in order to provide a valuable resource to the MTA members and future facilitators.

MEDICAL TOURISM ASSOCIATION CONTRACT GUIDELINES FOR MEDICAL TOURISM FACILITATORS

April 2012

The following guidelines for contracts between medical travel facilitators (“MTF“), their clients and providers are provided to make you aware of some of the important provisions that should be included in such contracts.  The lists of contract provisions set forth below are not intended to be exhaustive.  Please consult with an attorney to determine which of these provisions is appropriate for your specific contract and for specific language addressing these and other provisions that may be needed for your contract.

Client Informed Consent and Release.  This agreement informs a client of the risks and benefits associated with receiving medical care abroad, including risks and/or consequences of treatment and traveling before and after treatment.  In addition to standard contract provisions, a Client Informed Consent and Release (“Consent“) should include the following clauses:

1. General Provisions.  The Consent should contain clear statements of what the MTF does and does not provide so there is no misunderstanding of the scope of the coordination services provided by the MTF.  It should also recommend that the client seek independent advice from a qualified heath care provider.
2. Warranty Disclaimer.  This clause provides that the MTF does not guarantee the services performed by others, specifically those who provide travel, accommodations and direct health care services.
3. Limited Liability.  This provision provides that the MTF is not responsible for any losses the client may incur that are caused by anyone outside the control of the MTF.
4. Limited Damages.  This clause provides that the MTF is not responsible for any money claimed by a client for loss or injury, for any reason, beyond the amount actually paid to the MTF for coordination services.
5. Limitation on Actions.  This provision requires a client to assert any claim against the MTF within a specified period of time so that the MTF can manage its risks.
6. Governing Law.  Where parties operate in different states or countries, there may be disagreement about the interpretation of a contract.  This clause is intended to address  under what law the Consent will be interpreted if a dispute arises.
7. Dispute Resolution.  Where parties operate in different states or countries, there may be disagreement about where, and under what process, disputes will be resolved.  This provision is intended to address where and how disputes between the parties will be resolved, such as by the courts or by arbitration.
8. Venue and Jurisdiction.  Where parties operate in different states or countries, there may be disagreement about which courts will hear any claims.  This clause addresses where and in which courts such judicial action would take place.
9. Severability.  This provision prevents the entire agreement from being unenforceable if one provision is determined to be invalid or unenforceable.
10. Attorney’s Fees.  This clause specifies who is responsible for paying attorney’s fees in the event a dispute arises.

Client Agreement.  This agreement governs the commercial terms between the MTF and the client.  Because a client will have signed a Consent, it is not necessary to include in the Client Agreement many of the protections contained in the Consent document, resulting in a simpler form of Client Agreement.  That said, in addition to standard contract provisions, a Client Agreement should include the following clauses:

1. Payment.  This provision addresses the amount and timing of all payments due to the MTF.
2. Informed Consent.  The client should specifically acknowledge entering into the Consent.
3. Assignment.  Most contracts are freely assignable, unless stated otherwise.  This clause provides that the Client Agreement may not be assigned to another party.  For example, the MTF may not want the Client to assign its rights and obligations under the agreement to another party unless the MTF consents to such assignment.
4. Governing Law.  Where parties operate in different states or countries, there may be disagreement about the interpretation of a contract.  This clause addresses under what law the Client Agreement will be interpreted if a dispute arises.

Hospital Agreement.  This agreement governs the commercial terms between the MTF and the hospital.  In addition to standard contract provisions, a Hospital Agreement should include the following clauses:

1. Representations and Warranties.  These provisions should contain statements that establish and guarantee certain contract elements such as accreditation of hospital, licensure of hospital, and that the parties are operating in compliance with all applicable laws and regulations.
2. Indemnification.  An indemnification provision requires the hospital to defend the MTF against any claims, and associated expenses, caused by the hospital. Indemnification provisions can also be mutual, where each party will indemnify the other for any claims and expenses caused by the other party.
3. Dispute Resolution.  Where parties operate in different states or countries, there may be disagreement about where, and under what process, disputes will be resolved.  This provision addresses where and how disputes between the parties will be resolved, such as by the courts or by arbitration.
4. Venue and Jurisdiction.  Where parties operate in different states or countries, there may be disagreement about which courts will hear any claims.  This clause addresses where and in which courts such judicial action would take place.
5. Assignment.  Most contracts are freely assignable, unless stated otherwise.  This clause describes any restrictions on the assignability of the contract. For example, the MTF may not want the Hospital to assign its rights and obligations under the agreement to another party unless the MTF consents to such assignment.
6. Governing Law.  Where parties operate in different states or countries, there may be disagreement about the interpretation of a contract.  This clause addresses under what law the agreement will be interpreted if a dispute arises.
7. Insurance.  A key component of risk management for any party is maintaining adequate insurance coverage.  This clause should specify the required types and amounts of insurance.
8. Severability.  This provision prevents the entire agreement from being unenforceable if one provision is determined to be invalid or unenforceable.

NOTICE

This outline was prepared by the law firm of Squire Sanders (US) LLP as a guide for developing agreements between medical travel facilitators, their clients and the providers.  The outline is not intended to serve as legal advice relating to individual situations or as a legal opinion concerning such situations, and does not constitute the rendering of legal advice or a legal opinion by Squire Sanders (US) LLP to any Medical Tourism Association, Inc. (“MTA”) member or other person or entity.  Additionally, the use of the outline does not establish an attorney-client relationship between any person or entity and Squire Sanders (US) LLP.  Further, this outline is made available to MTA members with the understanding that the MTA is not engaged in rendering legal or any other professional advice.

This outline is subject to change without notice to MTA members.  Neither MTA nor Squire Sanders (US) LLP assume any liability for any errors or omissions or for how this outline is used or interpreted or for any consequences resulting directly or indirectly from the use of this outline.  For legal advice or any other professional advice, please consult your personal lawyer or the appropriate professional.

The Global Benefits Association has announced the launch of a global network of hospitals consisting of centers of excellence available to multinational employers and international insurance companies.

David Bryan, President of the Global Benefits Association, stated “One of the challenges multinational employers and insurers have experienced as they expand across borders is identifying centers of excellence and building a quality hospital network for their employees or insured.  It can be a daunting and almost impossible task for some multinationals or insurers to build this in house.  They have turned to the Global Benefits Association to take the lead with this as an industry wide project and solution.”

“When a multinational employer or insurer has a catastrophic medical case, it is not easy for them to identify the proper center of excellence, to ensure that pricing provided is transparent and the service provided to the patient follows “international standards.”   The current international networks available to multinational employers currently include all tiers of hospitals, not just centers of excellence, which makes it very difficult for the employer or insurer to choose where to refer the patient, as well as for the patient to identify the hospital they should receive care from.  The GBA’s Global Medical Network will provide a solution to this challenge.”

The Global Medical Centers of Excellence Network will be available to multinational employers and insurance companies at no cost, allowing a transparent cost and pass- through approach. This will make the Global Medical Network the first international center of excellence network in the global healthcare industry.

In addition, this Network will provide group buying power for multinational employers and insurers. Healthcare providers will not have to negotiate on an individual basis, the GBA will negotiate on behalf of the multinational employers and insurers, and pass along the negotiated savings to them.  With healthcare costs rising, GBA is committed to transparency in pricing for its members.

David Bryan also stated, “The Global Medical Network is an innovative project that will provide a solution to a much needed problem of access to quality care.  Multinational Employers will be able to reduce their expenses by not only eliminating the need to develop their own medical network, but also by saving from the cost of having to rent a global network. GBA is committed to developing more group buying solutions for multinationals and insurers in other areas of employee benefits.”

The GBA has partnered with the Medical Tourism Association to help identify Centers of Excellence and determine which hospitals have been accredited and certified, in both quality and international patient services. The joint efforts of the partnership will ensure nothing but the best outcomes for employees or insured utilizing the network. Only top tier hospitals will be allowed to participate in the network.

Renée-Marie Stephano, President of the Medical Tourism Association, responded, “It is important for healthcare consumers to have access to quality healthcare.  We are pleased to collaborate with the Global Benefits Association on this project as it is aligned with our tenets of transparency in quality, communication and education.”

The Global Medical Centers of Excellence Network will start contracting with hospitals in June .

About the Global Benefits Association

Headquartered in the United States with offices around the world, The Global Benefits Association (GBA) is the non-profit trade association for the Global Benefits and Expatriate Industry with it’s sole and primary focus being on health insurance, employee benefits and other insurance benefits that are delivered on an international basis and across borders. The Purpose of the Global Benefits Association is to provide a single authoritative voice for Multinational employers and insurers and to allow industry participants to collaborate, share best practices and network.

For more information contact

David Bryan

info@GlobalBenefitsAssociation.com