More Employers Limit Health Plan Networks But Seek To Preserve Quality, Says Adviser
By Mary Agnes Carey
Kaiser Health News, August 13, 2014
Dr. Robert Galvin is chief executive officer of Equity Healthcare (a wholly owned subsidiary of Blackstone, a global investment and advisory firm), where he works with executives of nearly 50 companies that purchase health coverage for 300,000 people. Galvin says the 2010 Affordable Care Act has made employers more engaged in health benefits while encouraging their workers to be savvier health care consumers.
“I think what the ACA has done more than anything is it has made every employer examine their strategy and in every case it’s bringing the CFO and the CEO” into decisions about the company’s health care, which often didn’t use to happen, he said.
Q: We’re hearing a lot these days about narrow networks. While they existed before the ACA, how are employers using tools like narrow networks or high-deductible plans to control costs?
A: Those employers who are going to stay in the game – which is the majority of them – in many cases have to [improve] what they’re covering. They now have to use the managed care tools that they all abandoned 15 years ago.
So the answer is narrow networks – we now call them “performance networks” – they are definitely increasing in popularity. And I think what we’re trying to do differently this time is to make them performance [based] and not just narrow.
The second change from the ‘90s is always offering options outside of the narrow network. So rather than “Here’s your narrow network, that’s it,” it’s, “Here’s your performance network that is going to be less expensive for you. If you want to, [you have the option] of paying considerably more money, and getting to another network, or another physician.”
I think what we learned in the ‘90s was that Americans want choice, even if it’s the wrong choice.
On the high deductible side, there’s absolutely a move in that direction. The way we think about it, we’re trying to make more informed consumers.
This is a more intelligent way of getting people more involved in their health decisions. I think the thing to watch, honestly, is the full replacement high deductible. [There’s] no [preferred provider option], no point-of-service. All you have is a high deductible. There’s still in and out of network but what it means as an employee is you can’t choose between a PPO where you pay $20 to see your doctor or a high deductible where you’ll have to pay $120. The only option you have is the high deductible. About 20 percent of the commercial companies have that. The key thing to watch is how many companies basically only offer high deductibles. It’s about 20 percent now but I think that’s going to grow double-digits every year.
Q: Does the ACA need the employer mandate to work?
A: My bottom line feeling about that is no.
I think people in government have absolutely no idea what kind of work and complexity [employers face] for what seems like a simple regulation. In terms of who’s eligible, who’s tracking hours, doing the look back, what you have for HR systems to manage the reporting requirements, actually administering that is a nightmare.
Q: How do employers help their employees understand more about the health care they’re purchasing?
A: The first thing is they need to make employees price sensitive. Time has shown that all the education you can give someone really only impacts a small percent of employees who are interested anyway.
With more price sensitivity is an obligation, if you want the market to work, for information. And information that works for individuals. More companies are giving [employees] access to health navigators, or health coaches. So that if you look at information on the computer or you don’t have broadband or you don’t know what it means, you have someone to call who can walk you through it.
It’s a real need in the market to be able to call a navigator or a coach, not through an insurance company, but a free-standing company and have that person help employees figure things out.
Along with price sensitivity has to come the support.
Equity Healthcare (a subsidiary of Blackstone)
Equity Healthcare works with private equity firms and their portfolio companies to bring innovative solutions to manage health care costs.
At Blackstone, we apply our strengths as a leading global investment and advisory firm to deliver solutions, unlock value and propel growth.
Above all, we have made it our No. 1 priority to serve the needs of our investors and clients.
By Don McCanne, MD
Follow the logic. To receive greater value in health care, we need to put the patients in charge of purchasing decisions by exposing them to price sensitivity – requiring out-of-pocket payment of high deductibles. We also have to use the managed care tools of 15 years ago – provider networks – but which are now narrower, so we are renaming them “performance networks.” But this does increase the complexity of a system already infamous for its administrative excesses. So what can we do to improve the patient’s ability to negotiate this complex maze of market-oriented health care?
Simple. Let’s provide each patient with a “health navigator” or “health coach.” They can help patients figure out how this thing works. Of course, they can’t give medical advice, but they can provide additional administrative services to assist the patient. Equity Healthcare promotes free-standing companies that provide health navigator services – more administrative services, but no health care services, but at least these entities can help fulfill the mission of serving the needs of Blackstone’s investors.
We gain more administrative services and greater investor opportunity at a cost of reducing patient choices in health care while exposing them to potential financial hardship. Is that how markets are supposed to work? Making things worse for patients while imposing on them the costs of yet more superfluous administrative services? Adam Smith would be perplexed. Producers gain by serving consumers, yet today producers are abusing consumers to achieve their gains. Isn’t it time to replace the invisible hand of the market with the opaque hand of government by establishing our own single payer national health program?