New to HR? Templates, tools and development to make you a seasoned pro in no time.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
For large U.S. employers, self-funding a health plan can be the best way to manage health care costs. However, HR needs to determine whether or not the plan is working effectively. This involves identifying problem conditions and their co-morbidities (accompanying symptoms that are warning signs of trouble) and then taking action to remedy these conditions and get the plan on the right track. This article addresses some typical conditions, related co-morbidities and treatments.
Condition: High Claim Levels
High levels of claims do not necessarily mean that the plan is failing. Generally, use of health services increases from year to year. Moreover, large claims happen, sometimes several at once, so that costs may appear to be out of control because of a temporary spike. The key is to determine if these increases are being managed as well as possible or whether they indicate an ailing plan.
When examining existing networks:
Condition: Adverse Selection
Adverse selection is probably one of the hardest conditions to diagnose in an ailing plan and might go undetected. It is commonly caused by multiple plan offerings, which increase plan expenses.
Symptoms are not readily apparent, as adverse selection does not present with overt signs like high cost claims. Statistics show that about 5 percent of the population accounts for nearly 40 percent of claims, while nearly 60 percent accounts for less than $1,000 each in annual claims. Thus, where the members of these populations enroll, and what they contribute in payroll deductions, can affect the plan's financial performance dramatically.
Co-morbidities: alternative plans and opt-out credits. Offering
opt-out credits such as cash and other benefits to opt out of a health plan might end up costing more because of adverse selection. Similarly, if a fully insured plan with lower premiums (perhaps offset by higher deductibles or more cost sharing) is offered alongside a self-funded plan, healthy individuals might elect the fully insured plan.
Treatment: Price plans correctly and eliminate opt-out credits. Optimize enrollment by pricing plans according to their actuarial difference, and not solely on the plan's experience. Pricing based on the plan's experience might cause migration of low-cost healthy individuals to the plan with the lowest contribution, eroding gross employee premium contributions. Regardless of the number of plans offered, the plan is responsible for the aggregate of all claims of the population; therefore, enrollment should be as balanced as possible among all plans, with each one carrying its fair share of sick and healthy people.
With respect to opt-out credits, the initial intent of these credits was to incent individuals to enroll in another employer's plan as a cost-saving initiative. If a plan mirrors the current market in benefit levels and cost share and is not a plan of choice, those who opt out are likely to continue to do so. For those who enroll, 60 percent of individuals have less than $1,000 in annual claims. By charging even a modest amount per month of payroll contribution, the odds are that more will be collected in payroll contributions from the majority of the former opt-out population than will be paid in claims. This influx comes on top of savings derived from eliminating the opt-out credit.
Condition: Ineffective Stop-Loss Protection
A poorly structured stop-loss contract characterizes a self-funded plan that is destined for a crash. This condition can manifest itself in many ways, including an impression that the plan's fixed costs are too expensive and an observation that large claims are never reimbursed by the stop-loss.
Co-morbidity: coverage gaps and inappropriate deductible levels. Contracts with low deductibles, gaps in stop-loss contract provisions and variances between the plan document and the stop-loss coverage can cause significant pain and discomfort. Fortunately, these symptoms can be treated.
Treatment: lifestyle changes. A hallmark of a self-funded plan is an appropriate assumption of risk. However, many risk-averse plan administrators attempt to shed as much risk as possible by setting the stop-loss deductibles so low—and the accompanying premium so high—that the plan might be better off fully insured. To counter this problem:
Condition: Commitment Phobia
Too many organizations have trouble committing to what it takes to be a self-funded plan—ensuring sufficient reserves.
Treatment: Behave like an insurance carrier. Ineffective self-funded plans tend to reject the notion that they are largely acting like an insurance carrier. Self-funded plans accept risk, collect premiums, adjudicate claims and sometimes make claim fiduciary decisions—all functions similar to those of an insurance carrier. Like a carrier, self-funded plans should:
Condition: Specialty Drug Addiction
High levels of prescription drug use involving high-cost
specialty drugs can cost a plan dearly. In the past, specialty drugs were usually reserved for rare, short-term conditions. Increasingly, pharmaceutical manufacturers are producing specialty drugs that treat common, long-term chronic conditions.
Co-morbidity: prescription cost increases consistently above trend.Understanding that the complexities of pharmaceutical contracts might be challenging. Average wholesale price, discounts and rebates can be difficult to quantify. As a rule, if prescription costs are consistently above the average cost increase trend, it's a good bet you are not getting a good deal.
Treatment: negotiate prescription drug contracts with guaranteed rebates and periodic auditing and reconciliation if contractual guarantees are not attained. Look for specific utilization management opportunities that address the plan's prescription use instead of generic catch-all programs.
All major pharmacy benefit managers produce detailed utilization reports. Make sure that yours generates ideas to change unnecessarily high usage and lower costs. Ensure appropriate utilization of specialty drugs and engage in physician outreach to modify prescribing habits, which saves the plan and the patient money.
Condition: Myopic Vision
Too many plan administrators don't perceive clearly and fully what's going on in their plan.
Treatment: plan audit. The best-run self-funded plans conduct independent claims audits at regular intervals, typically a thorough review every three years. More frequent eligibility audits might be warranted, as well as verification of plan coverage rules to ensure that services being paid for are covered services under the plan.
Look for subrogation opportunities (to recoup expenses for a claim when another party should have been responsible for paying at least a portion of that claim), know your subrogation process, and check that it is being followed. Does the plan pay and pursue, or pursue and then pay? Verify that network discounts are being applied correctly and that the plan design, like cost share, is being administered properly.
Treatment: focus on ancillary functions. Administrative packages include a variety of ancillary services, like wellness care and disease management. As integral elements of the plan, these must demonstrate effectiveness. Measure return on investment of these programs and discontinue those with no evidence of efficacy. Evaluate clinical outcomes to ascertain whether care management programs engage the individuals targeted. Keep an eye out for new ancillary services and products that emerge on the scene periodically, like access management services that provide individuals with cost and quality data for various providers that offer particular services. These programs can help steer members to lower-cost, high-quality providers.
Today's health care space is more dynamic than ever, and running a successful self-funded plan has never been so daunting. But despite the complexities, a self-funded plan is best positioned to react to this state of flux. Managers who can recognize and respond to market forces will be best-positioned to establish and maintain successful plans.
Robert P. Marcantonio is a consultant in the health care practice at
Cammack LaRhette Consulting. He
develops plan designs, funding mechanisms and communication strategies that help employees become more engaged with their benefit programs.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Talent Attraction Study: What Matters to the Modern Candidate
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 3,200 companies