Hospitals and Health Care Workers Not Immune to Current Incoming Challenges- BWH Bulletin - For and about the People of Brigham and Women's Hospital
Hospitals and Health Care Workers Not Immune to Current Incoming Challenges- BWH Bulletin - For and about the People of Brigham and Women's Hospital
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December 27, 2002
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In This Issue:
A Forecast for the Future of Health Care
A Discussion with Gary Gottlieb, MD, MBA, BWH President
Hospitals and Health Care Workers Not Immune to Current Incoming Challenges
New President Provides Long-Term Outlook for Partners
New Leader Sheds Light on MGH’s Upcoming Challenges, Opportunities
The National Face of Health Care
Modern Challenges of Medical Education
Bulletin uncovers what’s to come for the health care industry across the Commonwealth from the one who knows best—Ron Hollander, president, Massachusetts Hospital Association.
As more and more programs that are focused on prevention are cut from the state budget, what impact will this have on medical centers?
Hollander
: Obviously the state is facing enormous financial pressures, but policy makers have to be wise when targeting cuts. If we cut prevention programs now, society ends up paying more down the line as affected individuals’ medical conditions worsen. Our association is working to form partnerships with the business community, health plans, government, labor, and others to spell out the need to preserve our health care system.
How will the changing economics of Massachusetts health care affect hospitals in the near future? In the distant future?
Hollander
: In the near future, we are concerned about stabilizing the uncompensated care pool, which allows hospitals to help the Commonwealth’s most needy residents. The shortfalls in funding that pool are being shouldered entirely by hospitals at a cost of $152 million in this fiscal year. That’s unsustainable. In the not-too-distant future we face challenges relating to the capacity of our hospital system - i.e. a fixed number of beds against a rising age demographic that is demanding more care.
What are some of the core challenges to preserving the uncompensated care pool? Should the free care pool continue as is?
Hollander
: Undoubtedly, the pool needs major overhaul. We have suggested, in this budget process, that the state restore the MassHealth Basic program that is scheduled for elimination on April 1, 2003. If that cut does occur, 50,000 Medicaid recipients will be forced out of that program and into the pool, thereby exerting unsustainable pressure on hospitals. MHA’s Board has also compiled a task force to address the issue and develop a definitive plan for change.
What are your plans as president of the MHA in helping to remedy the Medicaid reimbursement level? Can this problem be resolved?
Hollander
: It has to be resolved. We are reimbursed at 71 percent of the cost of care, which has put tremendous strain on the industry. Governor-elect Mitt Romney recognized this problem during the campaign, and we hope to work closely with his team on it. We will also work with the legislature, as well as with Senators Kennedy and Kerry at the federal level, for help on this issue. The state’s precarious financial condition, however, certainly makes resolving this situation more of a challenge.
What are the most influential factors facing health care providers in the coming year? Over the next five years?
Hollander
: We have to make people aware of how important hospitals and health care are to their lives and to our economy. Many people do not realize what a tremendous resource health care is to Massachusetts - our hospitals provide the best care in the world; our medical schools and biotechnology firms are envied; the jobs they provide are well-paying and challenging. We’re going to have to influence the way people think about how integral hospitals and health care are to their communities.
What does a career in health care offer residents of Massachusetts that other careers do not?
Hollander
: Well, the more than 440,000 employed in the health care sector of Massachusetts - a full 12 percent of our workforce - can answer that better than me. Personally, I enjoy being affiliated with a Massachusetts "industry" that is respected and known around the world, whose underlying goal is humane and caring, and whose jobs are challenging, emotionally rewarding, and relatively well-paying. Health care jobs stack up well to other industries - and they're growing even as the economy falters.
What is your perception of BWH? Partners HealthCare?
Hollander
: A treasured national resource. People travel throughout New England - and around the world - to come to Massachusetts and to Partners-affiliated hospitals for good reason. The care provided here is world-class. MHA proudly represents hospitals across the Commonwealth because they all bring something to the table; they all serve the needs of individuals, families, and communities.
How important is disaster preparedness moving forward?
Hollander
: It is critical, and we are working with our hospitals to increase our preparedness. MHA has received a federal grant - through the Massachusetts Department of Public Health - to take the lead in developing a hospital response to wide-scale disaster. We’ve surveyed hospitals to assess their readiness, and we’ve worked with the state and federal government on smallpox vaccinations for health care workers, and we’re involved in ensuring that all health-related entities have the communication systems in place in the event of a disaster. Through the grant, MHA just hired a new director of hospital preparedness. The Massachusetts hospital community is working hard to stand ready in the event of a wide-scale event.
What tools/projects are you working on to provide members to succeed in the coming year?
Hollander
: We will be hard at work on quality initiatives that will provide useful guidance to hospitals looking to comply with the slew of national quality projects being undertaken by different organizations. We are also continuing to work on providing tools around workforce development- to help hospitals in recruiting and retaining the best possible staff.