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Health Care & Hospitals

Will Clark County’s CUP be empty?

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From insurance broker to medical care provider, from employee to patient, Clark County residents are concerned about the economic and social impact of the state’s Health Care Authority (HCA) failing to name Vancouver-based Columbia United Providers (CUP) to the state’s new Medicaid managed care contract.

Columbia United Providers (CUP) Medical Director Lisa Morrison“HCA and the state may save money,” said Greg Seifert, president and CEO of Biggs Insurance, “but the other consequences are serious.”

According to CUP CEO Ann Wheelock, CUP has established an extensive network of care providers, working closely with them to offer a high level of care at an affordable cost. However, that all may come to an end this summer – catapulting CUP’s 80 employees into the unemployed sector, and potentially leaving about 47,000 Medicaid patients without enough care providers to serve them.

The loss of 80 jobs is just the tip of the economic iceberg, according to an economic impact memorandum prepared for CUP by local economic and development consulting firm E.D. Hovee & Co. LLC. The memorandum estimates that these 80 jobs represent a direct loss of $6.1 million in payroll, benefits and payroll-related taxes.

Beyond that, said the memorandum, the loss of CUP equates to an estimated annual business output loss of $18 million per year, as well as reduced tax payments to state and local agencies, including $300,000 per year in sales taxes – 20 percent of which would be a direct loss to local cities, the county and C-TRAN.

Sarah KohlenbergerFor example, Wheelock said the loss of CUP, which prints “large amounts” of member materials, would have a “significant impact” on the local printing company that CUP uses. As another example, she said, the owner of the building CUP occupies would find his building joining the other numerous vacant commercial buildings in the county, and may not have an easy time finding a new tenant.

The Hovee report also estimated that the loss of CUP’s 80 jobs could affect 40 additional jobs throughout the county. For example, Wheelock explained that CUP reimburses care providers at a rate that is higher than the standard Medicaid rate of $22 per “unit of service.” Care providers that continue to participate with the new plans will therefore be receiving less reimbursement.

“Providers will have to lay off staff, and cut back in other areas,” said Wheelock, if they continue to see Medicaid patients – which some may not, deeming it economically infeasible.

Dave Bennett, CEO of Rebound Orthopedics and Neurosurgery, said “We have to look at payer mix, in order to survive. We feel an obligation to participate with a local carrier [such as CUP], but don’t feel the same way about large out-of-state carriers.”

Echoing his concerns, Sarah Kohlenberger, a licensed mental health counselor in Battle Ground who works with troubled children, said “CUP pays only 60 percent of the commercial reimbursement rate. I’ve adjusted my practice, because I think it is so important to get these kids healed. But it sounds like payments are going to be even lower, and I can’t afford to lose my practice.”

Both Bennett and Kohlenberger reported that the newly named out-of-state Medicaid carriers had not yet contacted them about signing up – an omission Bennett called “strange.”

“You’d think they’d be doing so, considering they have to be up and running July 1,” said Bennett.

A regional study revealed that Clark County is short at least 29 primary care physicians for its 405,000 residents. Wheelock said that about 1,000 Clark County physicians are associated with the Keiser plan, and do not see Medicaid patients.

“We already have a limited network,” said Kohlenberger. “It’s already stretched so thin – if it gets even smaller, then what?”

Hospitals, too, may feel a negative economic impact from the loss of CUP. Steve Sutherland, M.D., a knee/hip surgeon and president of Rebound, said that CUP has been “very effective” at keeping patients out of the emergency room. If these patients no longer have primary care, Sutherland said they will seek care at hospital ERs, which are mandated to treat everyone who walks in the door.

“Hospitals are already operating on extraordinarily low margins,” said Sutherland. “Even a one-percent increase in Medicaid patients could mean the difference between success and failure.”

Seifert sees the economic effect spreading even further. He said that lower Medicaid reimbursement rates would cause an even greater cost shift to private-pay insurance. If commercial insurance premiums rise, Seifert said more small businesses will modify or drop health coverage, or will pass on the premium hikes to employees. He said that of an average annual wage of $35,000, 17 percent already goes toward health insurance premiums. Wheelock said that CUP had preliminary plans to begin offering coverage to local small employers and the self-employed – plans that will come to nothing if CUP loses its contract with the state.

Sutherland summarized the situation by saying, “Throwing CUP out is not a good answer.”

Bennett was a little more blunt.

“It’s hard to see what the state is doing or thinking,” he said. “They are setting themselves up for a major crisis in Clark County.”

Wheelock said CUP will be filing legal action in an effort to reverse the HCA decision with Clark County Superior Court.

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Column: A healthy bottom line starts with taking health seriously

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Clarence BelnavisErin SweeneyWhen an employee is out sick, employers are acutely aware that there is a cost to them for lost productivity. An even more troubling situation for employers is when individuals report to work sick. This is known as presenteeism, and sick employees are obviously far less productive than their healthy peers. Depending on their sickness and work environment, these individuals could infect their coworkers. Thus, one employee can end up impacting an entire workgroup or department.

There are many reasons why an employee may decide to report to work sick. Some may have time-sensitive projects that need to be finished or feel that their presence at work is crucial to the employer. Others may be concerned that their job could be in jeopardy if they are absent. And still others may not want to take an unpaid sick day. If an employee has been planning a vacation, he or she may also not want to take a paid vacation day to cover for the time away from work.

Like most states, Washington does not mandate paid sick leave. However, there are paid sick leave bills currently pending in the state legislature – HB 2508 and SB 6229. These bills have perhaps been inspired by the unique ordinance passed in Seattle in the fall of 2011 requiring (depending on the number of employees) businesses to provide limited paid sick leave. Time will tell how the pending legislation turns out.

Frankly, employers in Washington have been hard hit by the recession and are looking for ways to control health related costs. Whether through absenteeism or presenteeism, a sick employee is likely to utilize an employee health plan and drive up costs for employers. 

Many employers have turned to employee health and wellness programs in an effort to keep workers in overall good health – the theory being that a healthy workforce will result in less absenteeism, presenteeism and use of costly employee health plans.

Such health and wellness programs can include seemingly small efforts ranging from creating awareness regarding the health hazards of smoking, to providing onsite gyms and/or health screenings for employees. A typical program could involve a competition amongst employees to see who can walk the farthest in a month with some sort of an incentive for the winner. The ultimate goal of these programs is that employees will make small changes in their daily habits, resulting in long-term benefits.

The programs are not without their own costs. A good program should have clearly defined goals (ex. decrease the number of smokers to a certain percentage, lower sickness related absenteeism to a defined level, etc.), have defined activities, be properly marketed to employees, have a process for tracking the success (or lack thereof) of the program and result in an assessment of the program’s effectiveness. Without these steps, the benefits of these programs will not be clear. All of this will take resources to implement, but the hope is that it will lower costs for employers while giving employees the encouragement and impetus to live healthier lives.

In the end, motivating employees to take their health seriously helps the bottom line.

 

Clarence Belnavis and Erin Sweeney are members of the law firm Fisher & Phillips LLP, each specializing in labor and employment law. Their office can be reached at 503.242.4262.

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Can global budgeting help control healthcare costs?

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Doctor and NurseWhat if a dozen eggs cost $55? Seems ludicrous, yet that is the type of price increase Americans have seen in healthcare since the 1940s, according to the Institute of Medicine (IOM), a branch of the non-partisan, federally financed National Academy of Sciences. The IOM also claims that U.S. spending on healthcare reached $2.5 trillion in 2009, and that over the last decade, salaries have increased only 38 percent, while healthcare premiums have increased 131 percent.

“Healthcare costs too much,” said Jack Friedman, CEO of Providence Health Plans, part of Providence Health and Services, which operates in Oregon and southwest Washington. “It’s crowding out other investments, such as education, housing, and recreation, and is priced beyond the reach of even middle-class Americans.”

While there are no easy answers to solving the American healthcare puzzle, Friedman and other local healthcare professionals see global budgeting as one possible piece of the solution. Simply put, global budgeting replaces the fee-for-service payment model. No longer would providers, such as physicians and hospitals, be paid for every test, procedure or office visit. With global budgeting, providers are given a fixed amount of money per patient, and are responsible for providing quality care within that budget. If there’s money left over at the end of the year, typically the insurance companies and providers share that surplus.

“Fee-for-service rewards for volume,” said Friedman. “Global budgeting rewards for fiscal constraint and management, and aligns incentives between patients, providers and payers.”

Hardly a new concept, global budgeting is a new term for an old idea – capitation – and is the model used to distribute healthcare in several other countries, including Canada, Great Britain and Taiwan. Ann Wheelock, CEO of Columbia United Providers (CUP), a Vancouver-based insurance company, said that CUP receives a set amount of money per Medicaid patient per month from the state of Washington and said that CUP had global budgeting contracts with some Clark County providers.

“We may have a loss or a gain in a particular year, and some participating providers share in that risk and potential reward,” said Wheelock.

No matter what you call it – capitation, global budgeting, or managed care – healthcare rationing is a common concern with this model. Bart McMullan, former president of Regence Blue Cross Blue Shield of Oregon, called this fear a “red herring.”

“We have rationing now,” said McMullan, “the most ugly, most inhumane form of rationing.” Without a job, or even with a median income job, McMullan said, people can’t afford healthcare.

“Most people are one paycheck or one job away from finding that out,” he said.

“Global budgeting is a good idea if it’s done right and carefully monitored,” added Wheelock. She said that the global budgeting model “does make everyone aware that we have limited resources for healthcare.” But, she countered, checks and balances exist, along with very established rules about how to manage in the global budget environment, that ensure people get the care they need.

“We want to see health outcomes improve, such as immunization scores and preventative medicine,” said Wheelock.

Jim Patterson, a retired pulmonary and critical care physician with the Oregon Clinic and a clinical professor at OHSU, agreed with Wheelock that the focus needs to be on quality care and value, not just on controlling rising costs.

“Global budgeting, in and of itself, doesn’t create better value,” said Patterson. “We need to be spending more wisely.”

To work effectively, according to McMullan, global budgeting requires three components: a clear definition of who is eligible for care (no matter what), a clear definition of the basic level of coverage and benefits, and a clear definition of how much money is available for the eligible population.

“A lot of people forget the first two components,” said McMullan.

Global budgeting may be only part of the solution, but Friedman said “The way we distribute healthcare in America is becoming problematic. The healthcare system as we know it has got to change.”

“My guess is that over the next ten years,” said Friedman, “we’ll see a significant movement toward global budgeting for all our populations.”

Waste not, want not

While many people bemoan the rising cost of health care, there is evidence that part of the problem is simple waste.

“We have plenty of money in the healthcare system – we just need to make decisions about how we use it,” said McMullan.


The nonprofit Institute of Medicine released a report that corroborates McMullan’s opinion. The IOM concluded that $810 billion is wasted each and every year:

  • $190 billion excessive insurance administrative costs absorbed by doctors and hospitals
  • $20 billion insurance company inefficiencies
  • $210 billion unnecessary services (brand name drugs instead of generics, repetitive tests and procedures, etc.)
  • $85 billion prices too high for doctors and hospitals (relative to benchmarks)
  • $20 billion prices too high for drugs and devices (relative to benchmarks)
  • $75 billion errors and avoidable complications
  • $80 billion inefficient delivery of services
  • $75 billion fraud
  • $55 billion missed opportunities for disease prevention

 

Study published October 2007

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Column: When life gives you lemons…

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Can health insurance premiums be tamed?

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