Unintended Consequences of Health Reform

Since the passage of PPACA, the players in the healthcare industry (which includes hospitals, clinics, physicians, pharmacies, pharmaceutical companies, medical materials/device manufacturers, insurance companies, employers, brokers/agents, CPAs, Healthcare IT providers, etc., etc., etc.) have been desperately trying to figure out how the elements of Healthcare Reform will ultimately impact them – both generally and specifically.  Since every man, woman and child in the United States may need to access medical care at some point in their lives, no one is immune from the impact of major changes to the healthcare delivery system.

Regardless of your political leanings, I think everyone could agree that the cost of healthcare (and therefore health insurance) is uncomfortably high for most families today AND these costs are increasing at a completely unsustainable rate.  According to the most recent Kaiser Survey, the average cost of a family’s health insurance in 2011 was $15,073 while the median family income for 2010 was $49,445.

Agreeing that there is a problem is the first step to finding a solution.  However, “fixing” this particular problem is not quite so straightforward, and there are many extremely intelligent and well-meaning people who strongly disagree about how this “fix” is defined much less achieved.  This is most evident to me as some of the unintended consequences of healthcare reform become realities.  Here are a couple of examples:

  • Limiting the purchase of non-prescribed over-the-counter medicine from FSAs and HSAs – This punishes the diligent, engaged healthcare consumer by eliminating a previously utilized tax break while clogging primary care physician offices (already stress by mandatory free wellness visits) with OTC prescription requests.
  • Issuing over 30 waivers to select companies (impacting over 1,000,000 workers) – Though I would probably prefer we all had waivers, I think it shows a tremendous lack of conviction in the principles of the law (which I also do not particularly agree with either) to issue waivers from what was supposed to be critical consumer protection features of the law.  Why were some waivers issued and others not?  What possible criteria could be used to fairly determine that?
  • Mandating coverage for children without medical underwriting – This is a very difficult concept to oppose.  How could anyone with a heart deny a child with health conditions insurance coverage?  Unfortunately, the law did not mandate that insurance companies continue to offer broad coverage options to children.  So, most carriers either stopped offering these policies or drastically reduced the number of options available.  The next step will surely be larger than average price increases.
  • Limiting pricing variance (currently based on age, sex, smoking status, etc.) from least expensive to most expensive – While this will be good news for those who are currently on the high end of the pricing spectrum, it will be relatively worse news for those on the lower end of the spectrum.  Currently, underwriting and pricing variances reward people with good health and good demographics with lower prices.  This will remove an element of consumerism that is essential to cost control.

I applaud our elected officials for taking on this challenge.  However, I think our founding fathers intentionally made it difficult to pass laws so that the Federal Government would not try to do things it cannot OR should not.  The Federal Government is NOT a good micro manager (otherwise it would never buy $50 hammers or $15 muffins).  It should recognize that about itself and govern accordingly.

Here is a thought, the Federal Government should pass NO laws that do not include both a plan AND the appropriate funding to enforce them.  That ought to keep them from dipping their toes (or doing cannonballs) into waters when they really cannot swim.

Rising Stars in Advising

I am incredibly humbled to have been selected as one of Employee Benefit Adviser‘s 10 Rising Stars in Advising.  Those who know me well know how much time and energy I put into this business (probably a little too much at times).  It is extremely rewarding to be recognized by your peers like this.  Below is an excerpt from the article.  Here is a link to the article and the entire issue.

The face of benefits advising is not the same. The volatile economy, the changing landscape of health care reform and the ever-increasing role of technology are serving up unprecedented challenges.

On the cusp of this change is a new crop of advisers under age 42 who are ready to take over from retiring baby boomers. They grew up with technology and never knew the business the way the “old-timers” did. They are eager and enthusiastic. They are the future.

EBA searched far and wide to find 10 “Rising Stars in Advising” who are making a name for themselves and will lead the next generation of advisers. We’re delighted to introduce them.

Congratulations to those who were similarly recognized.  We all have a lot of work to do in coming years.

How Competitive Are State Health Insurance Markets?

This is a very interesting report (from Kaiser) that just came out regarding insurance company competition by state.  The gist is that there is fairly little competition between health insurance companies on a state by state basis.  The implication is that competition would (or maybe should) lead to more competitive pricing.  It is a very interesting read.

Beginning in 2014, state-based health insurance exchanges will be created to facilitate coverage and choice, with the hope that enhanced competition among insurers will help to moderate premiums for individuals and small groups. This analysis by the Foundation assesses the competitiveness of state insurance markets for individuals and small businesses to establish a baseline as implementation of the health reform law proceeds and to provide context for the policy decisions states will be considering.

The analysis finds that while substantial variation exists in insurance market competition, a single insurer dominated at least half of the individual market in 30 states and the District of Columbia. In the small group market, a single insurer accounted for at least half of the market share in 26 states and D.C.

The analysis identified that the market share of the largest plan in the small group market ranged from less than 24% in Oregon and Pennsylvania to 96% in Alabama; in the individual market, the market share held by one plan ranged from 21% in Wisconsin to 86% in Alabama. The analysis also found that states in the West generally had more competitive markets, while more rural states in the upper Midwest and parts of the South and Mid-Atlantic were generally less competitive. The level of competition in a state was similar in the small group and individual markets, with a few exceptions.

Some interesting statistics on Louisiana:

  • We have 3 insurers with more than 5% Market Share in the Individual Health Market.
    • The carrier with the largest market share (Blue Cross of Louisiana) has 73% of the individual policies.
  • We have 3 insurers with more than 5% Market Share in the Small Group Health Market.
      • The carrier with the largest market share (Blue Cross of Louisiana) has 80% of the individual policies.

Kaiser 2011 Employer Health Benefits Survey Released

The following annual 2011 Benefits Survey is always the most commonly referenced in the industry.  There is a ton of great information contained in this report.  Take a few minutes to review these results to see how your company’s benefits compare to national average.

This annual survey of employers provides a detailed look at trends in employer-sponsored health coverage, including premiums, employee contributions, cost-sharing provisions, and other relevant information. This year’s survey also includes new questions on the percent of firms with grandfathered health plans, changes in benefits for preventive care, enrollment of adult children due to the new health reform law, and the use of stoploss coverage by firms with self-funded plans. The survey continues to document the prevalence of high-deductible health plans associated with a savings option and includes questions on wellness benefits. The 2011 survey included 3,184 randomly selected public and private firms with three or more employees (2,088 of which responded to the full survey and 1,096 of which responded to an additional question about offering coverage). Researchers at the Kaiser Family Foundation, NORC at the University of Chicago, and Health Research & Educational Trust designed and analyzed the survey.

6 Step Benefits Strategic Plan

Strategic Planning White Paper

Strategic Planning White Paper

Definition:  ben-e-fit stra-te-gic plan-ning

  1. The formal consideration of an organization’s future course as it relates to human capital management
  2. An organization’s process of defining  human capital issues, direction and making decisions on allocating its resources to pursue defined objectives, including its capital and people.
    • A proactive process that is internally focused, with management in control.
  3. The outcome is normally a strategic plan which is used as a guide to define implementation plans.

The employee benefits marketplace has become increasingly complex and competitive.   The central questions that need to be addressed are:  What is your organization’s current strategic view of benefits and HR?  What are today’s human capital management priorities?   What is the role of your benefits program?   Why do you spend money on benefits?  And what do you want to accomplish with your benefits program over the next 3-5 years?

Take a look at the following presentation to get familiar with the concept and process.  Contact us for assistance in facilitating the strategic planning process and the creation of a written benefits strategic plan for your organization.

Healthcare Advocacy – Navigating the New World of Healthcare

Today, more than ever, individuals (who spend the average $4,000+ per year for health insurance) NEED to make informed health care decisions, find qualified providers, utilize their benefits appropriately, work through administrative claims issues and identify community or alternative resources available to them. As the complexity of the healthcare delivery and payment system increases, so has the need for Healthcare Advocates.

Patti Imken, Senior Vice President of Sales at Health Advocate, discusses the Healthcare Advocacy industry and the valuable services these types of companies provide.

Protected: Health Reimbursement Arrangements (HRAs): Creative Solutions to Control Runaway Healthcare Costs

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Caregiving and Long Term Care: HealthCare & Productivity Costs

Thanks to Kay Nobles, CLTC from AGIS Network for coming to our office today to provide a complimentary webinar on how caregiving affects employer health costs and productivity.

Our workforce is aging and caregiving is becoming an issue for employers. Caregiving creates a huge amount of stress on employees that lasts on average 4.3 years.

What Will I Learn?

  • Caregiving Impact to Health and Wellness Programs
  • How To Help Employees Recognize Caregiving Challenges Early
  • Keys to Minimizing Negative Health Outcomes
  • Does Long Term Care Coverage Help?

A Blueprint for the New Benefits Economy

Please join us in welcoming Dr. Ron Leopold, author of the 9th Annual Study of Employee Benefits Trends, to the Solomon Theater on St. Martin’s Episcopal School Campus. The event will be held Tuesday July 19th, 2011. Attendees should include Business Leaders, Benefits & Human Resource Professionals.

This is a free educational seminar sponsored by Eustis Insurance & BenefitsCreative Financial Solutions An Office of MetLife & New Orleans CityBusiness

A BLUEPRINT FOR THE NEW BENEFITS ECONOMY

Findings from The 9th Annual Study of Employee Benefits Trends.

July 19, 2011

Solomon Theater on St. Martin’s Episcopal School Campus

225 Green Acres Road – Metairie, LA  70003-2499

Map and Directions

8:15 AM – Registration

9:00 AM – Kickoff

10:15 AM – Closing Remarks

10:15 – 10:45 Q&A

Dr. Leopold is an industry thought leader for MetLife focusing on the future of work, health and employee benefits.  For the 9th consecutive year MetLife has surveyed employers and employees to develop a current and comprehensive look at the state of the U.S. employee benefits industry.

This year, as the economy begins to rebound, the Study reveals an unexpected challenge; employee loyalty is not recession-proof and over a third of employees report that they hope to be working somewhere else in 2011.

Balancing retention goals with the other key benefits objectives of cost control, and maintaining recession-generated employee productivity gains, is a skillful juggling act for employers, particularly in the light of health care reform.  However, results from the Study suggest a new benefits blueprint to guide this effort – especially when it comes to improving employee health and financial security.

Dr. Leopold is a Board Certified Occupational Medicine Physician who holds a Masters in Business Administration from the Wharton School of Business, the University of Pennsylvania and a Masters in Public Health from Boston University.


Change, I Can Believe In

Change has been a constant in my life – both business and personal.  I am fortunate to generally welcome and, many times, embrace all types of change.  So, I guess my excitement about merging Hartig Moss Benefits with Eustis Benefits is not a big surprise.  But, let me try to put into perspective.

Starting HMB was a labor of love for me in many ways.  I had an opportunity to build something from nothing with a supportive partner with a long-term history in the New Orleans area.  It has been an amazingly successful 10 years – particularly thinking back on the things that have happened since we opened for business.  I have been blessed with some amazing clients and teammates.  I am truly thankful for that.

Eustis Benefits has been a respected competitor over these years.  Having known the founders and principals from my carrier days, I had a feel for their approach to the business and commitment to their customers.  In getting to know them better through our courtship, I have gained even more respect for the depth of knowledge, experience and talent of the entire Eustis Benefits team.

Looking ahead, our teams compliment each other extremely well.  My team and I are all very excited about all of the new tools and resources we will have to provide additional value-added services to our clients.  We are also extremely happy to have such experienced professionals to share ideas and strategies.

I look forward to continuing to evolve and grow in this business and to taking a leading role in its transformation over coming years.  There are tremendous inefficiencies in our current healthcare and health insurance delivery system.  I want to be part of the solution and to see what it can become.

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