Healthcare consumer expectations continue to evolve, but what members are asking for is clear. People want healthcare to work the way the rest of their lives work: quickly, reliably, and without unnecessary friction. That expectation is especially true when it comes to accessing critical healthcare.
More than five million Americans miss or delay care each year because of transportation barriers. When access to non-emergency medical transportation (NEMT) requires multiple steps, long call center waits, or unclear follow-up, it becomes another obstacle rather than a solution. Transportation is a vital part of the care journey, and if we are serious about improving outcomes, reducing missed appointments, and supporting healthier members, we have to be honest about where friction still exists and focus on removing it.
The limits of a legacy model
NEMT has long played a critical role in helping members reach routine care, dialysis, rehabilitation, and other essential services. These programs reflect years of investment, operational effort, and commitment across the healthcare system. However, like many areas of healthcare, NEMT has relied on systems designed for a different era. Those systems often require members to call, wait in a queue, and hope availability aligns with their appointment.
We know what happens next. Some members hang up, while others delay care. Over time, those delays lead to higher acuity needs and more costly interventions. This isn’t a failure of intent; it’s a limitation of the model. And it raises an important question: are we actually making people better, or are we just servicing the problem?
The impact of a digital system
A technology-enabled NEMT approach gives us an opportunity to do better if it’s built the right way. When digital tools are designed around how people actually live, they can help meet members where they are. Digital scheduling allows members to book rides directly, apply transportation benefits automatically, and receive real-time confirmation without navigating unnecessary complexity.
This approach does not eliminate the operational complexity behind the scenes, nor should it try to. What it does is shield members from that complexity, and that matters. In urban markets, this may mean efficiently matching a member with public transportation or rideshare for a short trip, or for non-ambulatory members, an experienced TP with the correct transportation equipment to meet the member’s needs. In rural or underserved areas, it may mean enabling mileage reimbursement when family or friends provide transportation. The goal is not uniformity. It is access, delivered fairly and practically, based on data and each members’ unique needs.
There are only so many levers in healthcare that are large enough to actually move the needle. Transportation is one of them. When access becomes more predictable and easier to use, supported by data that matches members to the right ride, no-show rates decline, preventive care increases, and early warning signs are addressed sooner. That’s how outcomes improve. Not through more activity, but through better alignment between effort and impact.
From an operational standpoint, a modern digital infrastructure also creates clarity. Real-time scheduling, route optimization, and automated eligibility checks reduce administrative burden and billing errors. Predictive analytics allow providers to intervene before disruptions occur, helping trips stay on track or recover quickly when challenges arise. This kind of progress doesn’t happen overnight, and it doesn’t happen without discipline. It requires clear ownership, the right incentives, and teams empowered to build and adapt responsibly.
Transportation as a critical access point
Transportation is more than a logistics function. It is a critical access point to care. When appointments are missed, care is delayed, conditions worsen, and costs rise. Removing transportation barriers helps prevent that cascade and supports a healthcare system that works better for the people it’s meant to serve.
This work focuses on solving a problem that matters by building access thoughtfully, at scale, and with member dignity at the center. While the work is complex, the purpose is simple: when people can get to care, outcomes improve. That’s what we should continue to build toward.
Photo: Maskot, Getty Images
Ed Hoffman is a skilled executive leader with over 15 years of experience in the healthcare and technology industries. At Modivcare, Ed leads the company’s mobility solutions and technology vision for its core NEMT business. He also served as the founder and general manager of Provado Mobile Health, a Modivcare company, where he led the company from concept to profitability and scaled multi-state operations to become the largest contracted service provider.
Before joining Modivcare, Ed was the COO of PartneraHealth, where he led product management and platform operations for a value-based healthcare services marketplace. He also held the position of Senior VP and General Manager of Consumer Markets at LogistiCare, where he managed new business development, marketing, product development, and operations.
This post appears through the MedCity Influencers program. Anyone can publish their perspective on business and innovation in healthcare on MedCity News through MedCity Influencers. Click here to find out how.
