With all these things happening, Massachusetts remains one of the most expensive states in the nation State for health care. Recent Blue Cross Blue Shield of Massachusetts polls We found that 40% of residents say they have delayed or avoided seeking care because of cost.
what happened? Why is it so confusing? This appears to be a troubling symptom of the lack of comprehensive, long-term health care planning in Massachusetts.
Long-term planning allows states to leverage the health system’s many strengths while gaining a clearer understanding of evolving needs and resources. This will enable policymakers and the private sector to make more informed decisions and monitor and evaluate progress in achieving affordability, access, quality, and equity goals.
States and the health care community should start by recruiting experts in population science, epidemiology, economic trends, and health equity to project current trends over the next 10 to 15 years. Key areas for analysis, forecasting, and monitoring include changes in population, such as location, age, race, and ethnicity, as well as changes in disease prevalence, socioeconomic trends, patient preferences, and advances in research and technology. It will be.
For example, as healthcare leaders, we should ask:
▪ Where will migration and displacement occur throughout Massachusetts? Where do residents want to receive care? How far will they have to travel to get the care they need? Is there a difference if you’re in a city with a subway or in a rural area with limited public transportation options?
▪ What will demographic changes mean for the number and type of clinicians needed? An aging population will increase the incidence of disease and the need for geriatric, skilled nursing, and palliative care. How does this affect the amount of care?
▪ How many inpatient beds will Massachusetts need? How should they be distributed across the state? And at what price? What technological advances? Will it allow patients to receive care in community settings or at home rather than in the hospital?
▪ How will mental health care evolve? How many mental health professionals and facilities will we need, and where will they be needed most?
▪ How diverse is the state’s population? What recruitment and training will be needed to ensure the composition of the clinical workforce reflects the population? And what needs to happen to reduce racial and ethnic disparities in health care delivery and outcomes?
It is tempting to say that there are currently insufficient resources to answer these questions and that the health sector needs to focus on the problems at hand today. However, if states and health sectors do not act now, they may miss the opportunity to further strengthen and sustain dynamic and resilient health systems. We need to invest today so we don’t continue to grapple with these challenges tomorrow.
This is not just an initiative of the state government. We need everyone involved in health care to support this effort, as well as Massachusetts health care providers. business, labor and consumer advocacy groups, and faith-based organizations. and others partnered with the government to design and implement health care reform in Massachusetts nearly 20 years ago.
Imagine how prepared Massachusetts would be if an unexpected crisis were to occur, or if a major expansion or transaction were in the works. We came together as a community, aligned around a common data-driven vision to provide our residents with timely, safe, effective, equitable, and affordable care when and where they need it. Therefore, there should have been a framework in place for consultation. that.
Sarah Iselin is CEO of Blue Cross Blue Shield of Massachusetts.
