May 09

Hospital Costs Jump With Changes In Geography Across LA County

May 8, 2013 | TARZANA (CBSLA.com)

A new report from the federal government details how a few miles can make a drastic difference on the cost of a simple procedure and CBS2 reveals Los Angeles-area hospitals vary as much as $37,690 for the same treatment.

The Department of Health & Human Services went public with the new data Wednesday. CBS2′S Amy Johnson has uncovered how much health care costs can jump depending on which facility patients seek treatment in Los Angeles County.

Olympia Medical Center in Los Angeles will bill $50,823 after treating a patient suffering from chest pains. However, the same treatment will cost $23,308 at Silver Lake Medical Center and $13,133 at Sherman Oaks Hospital.

A patient going to the hospital for respiratory infections and inflammation will pay $18,456 at Keck Hospital of USC, $14,178 at Good Samaritan Hospital, Los Angeles and $9,047 at St. John’s Health Center in Santa Monica.

Residents say the difference in the cost of procedures within just a few miles is eye-opening and unfair.

“Every hospital has their own different prices. It’s a shame but that’s how it is,” Tarzana resident Lee Ohevzion said.

“If you’re sick and you come in like you need [care] ASAP you’re not gonna, like, start shopping.”

But some residents are doing just that. Another woman admitted she shopped around for a hospital to deliver her baby.

“I knew I needed to with my insurance,” she said. “I think that’s important to know how much you’re paying for things.”

The Department of Health & Human Services released Wednesday details about how much medical bills can vary depending on locale.

The report included cost estimates for Medicare patients at 3,000 health care facilities around the country. It focused on costs for 100 of the most frequently billed hospital discharges, including heart failure, pneumonia, chest pain, diabetes and urinary tract infections.

The government agency said releasing the report is part of an attempt to make the health care system more affordable and accountable.

Los Angeles County Medical Association President Dr. Samuel Fink disagrees.

“I believe that this report is an attempt to demonize hospitals, and they don’t need that. Hospitals are struggling to stay afloat,” he said.

“It really doesn’t matter what the hospital charges unless a patient doesn’t have insurance.”

Dr. Fink said uninsured patients can negotiate their charges and that there are some valid reasons why some hospitals charge more, such as how ill their patients are and whether or not the institution is a teaching hospital.

Still, the Obama Administration said it has made $87 million available to states to bolster efforts for increased transparency in the health care system.

“Currently, consumers don’t know what a hospital is charging them or their insurance company for a given procedure, like a knee replacement, or how much of a price difference there is at different hospitals, even within the same city,” Health and Human Services Secretary Kathleen Sebelius told CBS News.

“This data and new data centers will help fill that gap.”

The Department of Health & Human Services report is available at CMS.gov.

 

May 07

California bill puts spotlight on wellness programs

May 6, 2013 | by Allison Bell, LifeHealthPro

The simmering battle over wellness programs is starting to boil over in California.

Members of the California Senate Health Committee recently voted 5-2 to pass Senate Bill 189, a bill that would put new restrictions on employer-sponsored wellness programs.

The bill, introduced by state Sen. Bill Monning, D-Carmel, would prohibit a wellness program from rewarding participants with a discount or rebate involving a premium, deductible, co-payment or coinsurance amount.

Any wellness program would have to be voluntary and offered to all similarly situated individuals, and a program could not base the receipt of a reward on a health status factor.

A wellness program could provide rewards based on an individual’s membership in a fitness center, an individual’s participation in a diagnostic testing program, or attendance at a periodic health education seminar, as long as the seminar “is not related to a particular health condition or health status factor.”

Monning said RAND Corp. analysts found little evidence on whether wellness programs work or whether they lead to unintended outcomes, such as discrimination against employees “based on their health or health behaviors.”

The bill would apply only to new wellness programs sold after the bill was enacted, not to wellness programs that were already in force.

 The provisions in the bill would expire in 2020.

The drafters of the Patient Protection and Affordable Care Act of 2010 (PPACA) sparked a controversy about wellness programs by including a wellness program pricing provision in the rules restricting health carriers’ ability to consider individuals’ health status when setting rates. Under PPACA, carriers cannot consider individuals’ health status when setting rates, but carriers can use incentives related to wellness programs to vary rates by as much as 50 percent.

Managers of the District of Columbia’s PPACA health insurance exchange program recently decided to prohibit carriers from charging enrollees who use tobacco more for coverage.

D.C. exchange program managers noted that the American Cancer Association and the American Lung Association had opposed a tobacco-use surcharge, arguing that poor people are more likely than other people to use tobacco, and that a tobacco surcharge could make health insurance coverage unaffordable for the low-income people who most need health insurance and most need help from doctors with giving up tobacco.

In California, supporters of S.B. 189 have included the American Cancer Society Cancer Action Network and Consumers Union.

Opponents have included the Association of California Life and Health Insurance Companies, the California Association of Health Plans, the California Association of Health Underwriters, and general business groups, including the California Chamber of Commerce.

Dr. Sean Penwell, chief medical officer at SeeChange Health Insurance, a health insurer that promotes “value-based insurance design” (VBID) plans, has lobbied against S.B. 189.

RAND researchers found no evidence that wellness programs lead to discrimination, and they have found evidence that the programs can generate $3 in savings for every $1 invested, Penwell told lawmakers at a hearing, according to a written version of his testimony.

“SeeChange Health launched in California because we viewed the state as hospitable to innovation and committed to improving the health of its citizens,” Penwell said.  “Passage of S.B. 189 would prove we were wrong on both counts.”

 

May 06

SeeChange Health Warns Against Legislation That Will Stifle Innovation and Undermine Efforts to Improve Californians’ Health

SACRAMENTO, Calif., May 6, 2013 /PRNewswire/ – Legislation aimed at outlawing health insurance plans from rewarding consumers with lower premiums or reduce out-of-pocket expenses for engaging in wellness programs was condemned today for “stifling innovation by depriving state residents of methods proven to improve health and save lives” by Dr. Sean Penwell, chief medical officer of SeeChange Health.

The legislation, Senate Bill 189, introduced by State Senator Bill Monning (D-Carmel), passed out of the Senate Health Committee on Wednesday. Proponents of the bill claim financial rewards offered by some wellness and preventive programs discriminate against the poor and shifts costs from healthy to less healthy insureds.

In his testimony before the Senate Health Committee, Dr. Penwell disputed this conclusion citing a RAND Corporation study sponsored by the Obama Administration that found no evidence of such discrimination. “What that study did find is that for every dollar spent on a wellness program, $3.00 in savings was generated for both direct medical costs and productivity,” Dr. Penwell noted.

Even more important, these wellness programs improve the quality of life enjoyed by participants and saves lives. Dr. Penwell reported on the experience of a San Diego man, “a body builder and the picture of perfect health” who participated in a wellness program included in his SeeChange Health Insurance policy. The screening discovered a previously undiagnosed cancer. The early detection allowed for less intrusive treatment than would have otherwise been the case and he is doing well. “If Senate Bill 189 had been law last year,” Dr. Penwell warned, “this individual would likely be dead.”

Describing the legislation as not only misguided, but unnecessary, Dr. Penwell reminded Health Committee members that the Obama Administration was putting forward regulations addressing the same concerns underlying SB 189, “but they’re doing so in a responsible, effective way by implementing well thought-out safeguards.” He urged the lawmakers to study the impact and effectiveness of the federal regulations before going beyond them and forcing the withdrawal of meaningful preventive care programs.

Dr. Penwell stated that wellness programs that provide financial rewards are not only beneficial, they’re popular. He noted that SeeChange Health Insurance is the fastest-growing provider of health insurance for small and mid-size companies in California. “SeeChange Health launched in California because we viewed the state as hospitable to innovation and committed to improving the health of its citizens. Passage of SB 189 would prove we were wrong on both counts.”

About SeeChange Health

SeeChange Health is the leader in value-based benefit design solutions for employers – delivering plans and services to create better health and quality of life for employees, increase workforce productivity and lower their health care costs for employers. SeeChange Health’s unique approach encourages individuals to play an active role in the management of their own health to prevent, detect and treat today’s most serious health conditions. SeeChange Health Insurance provides value-based benefit plans to fully insured small and mid-size businesses in California and Colorado. SeeChange Health Solutions provides value-based benefit platforms and services to self-insured companies and carriers. Fast Company magazine acknowledged the power of SeeChange Health’s approach to wellness in naming it one of the World’s Top Most Innovative Companies in February 2013.

For more information, please go to www.SeeChangeHealth.com.

Contact: Susan Cotton
 (818) 824-9164 
Email

Apr 18

Psilos Spells Out Hot Areas for Health Technology Investing

April 17, 2013 | by Wade Roush, Xconomy San Francisco

The water’s fine in the healthcare-and-technology market, and institutional investors should come on in. That’s the message from Psilos Group, a healthcare-focused venture firm based in New York City and Corte Madera, CA, in an outlook report on healthcare economics released today.

It’s the fifth annual edition of the report, and it points to four categories where the firm thinks venture investors and their limited partners should be looking for new opportunities: the rise of private health exchanges, new insurance programs designed to appeal directly to consumers, technologies for making healthcare organizations more efficient, and tools that eliminate error and waste in hospitals.

“When we began this in 2008, a lot of people didn’t really understand what was going on in the healthcare space, or what the opportunities were going to be, or why we have a philsophy of investing in products that reduce costs and improve quality,” says Al Waxman, co-founder and senior managing member at Psilos. “In fact, a number of people looked at me quizzically and said, ‘Yeah, I believe in the Easter Bunny too.’ But today, it’s almost conventional wisdom that this is a great place to invest.”

Psilos was founded in 1998, has $600 million under management, and is investing out of its third fund. It’s one of a small handful of venture firms specifically focused on the healthcare arena, which hasn’t traditionally been seen as a home for fast-growing companies.

But Psilos has had some big exits recently, notably the $435 million acquisition last May of Extend Health, a private Medicare exchange based in Richardson, TX, by professional services company Towers Watson. The firm is also a backer of SeeChange Health, a Studio City, CA-based provider of “value-based” health insurance plans that seek to reduce costs for employers by offering patients preventative services that could reduce the rate of chronic, expensive diseases like diabetes.

In the report, Psilos partners predict that the reforms built into the 2010 Patient Protection and Affordable Care Act, aka Obamacare, will prompt the creation of many more companies like Extend and SeeChange. To help connect the 32 million people who will be eligible for government-subsidized health insurance beginning in 2014 with actual medical services, scores of new insurance exchanges will be set up around the country, brokering deals between health plans and individual patients. Waxman thinks the exchanges will also attract millions of people currently covered by employer-provided insurance, as companies realize it’s more cost-effective to hand employees the money for premiums and let them choose their own plans. (General Motors, for example, said it saved $300 million a year after hiring Extend Health to help retirees handle their own Medicare enrollment.)

“The private exchanges will get commissions for helping somebody to buy insurance in a way that is most suitable to them,” says Waxman. “I think that is a good system. You are going to have a huge number of people in this space.”

But to stay competitive, both the exchanges and the insurance plans will need to invest in the best new information technology, which leads to another of Psilos’s recommended investing categories. The company says insurance companies are struggling with decades-old software that isn’t ready for the changes coming under Obamacare, including pay-for-performance reimbursement.

“If 50,000 people were to show up at United Healthcare tomorrow and say, ‘I want to buy this kind of health plan,’ it would take them 9 months to do the software changes to administer new types of benefits,” Waxman says. “That’s not reasonable. It should take a couple of weeks.”

Burlington, MA-based HealthEdge, a Psilos-backed company founded in 2006 to help big health plans overhaul their claims processing systems and other software, is now one of the fastest-growing healthcare technology firms in the country, Waxman says. “I am sure other people will become interested in the health enterprise software area,” he says.

Waxman says the Psilos report is aimed mainly at institutional investors and other deep-pocketed potential LPs who are trying to figure out whether, when, and how to invest in the healthcare business. Under SEC rules, Psilos isn’t allowed to say whether it’s begun raising a fourth fund, but it wouldn’t be unreasonable to expect that at some point. “Given what we think are the opportunities going forward, we are actively exploring what we might do,” Waxman says.

But why would investors put their money into nascent businesses like insurance exchanges and health enterprise software makers now, rather than just waiting a couple of years to see how the reforms under Obamacare alter the economics of the business?

“I think you would see that the people who invested with us even before the healthcare reforms are prospering, because we were very good prognosticators,” Waxman says. “There is going to be a fundamental transformation of the healthcare industry, and it is going to be dependent on technology. We are very good selectors of that.”

Apr 11

SeeChange Health Ushers In A New Model For Health Insurance

April 3, 2013 | by Zina Moukheiber, Forbes

When former California Insurance Commissioner Steve Poizner was reviewing health plan options in 2011for his online education start-up Empowered, he picked a little-known company called SeeChange Health. “We’re being a pioneer, but we’re really excited about this in terms of spiraling health care costs,” says Poizner, who has 50 employees.

More than a decade ago, upstart Definity Health—now part of UnitedHealth Group, came up with the novel idea of giving employees of self-insured companies discretionary accounts for their health care. Money not spent on doctor visits was theirs to keep for future medical expenses.

By giving employees a stake in managing their health care finances, the Definity plan lowered an employer’s costs, but it wasn’t perfect. People might put off seeing a doctor when necessary, and it didn’t do much for those afflicted with diabetes, high blood pressure, or heart disease. Chronic conditions account for a majority of health care costs.

Enter SeeChange. Martin Watson fiddled with health plan designs, more recently at UnitedHealth, before forming the start-up in 2008. “You want people to see a doctor on an annual basis; if you have type 2 diabetes, you need to do a lab test twice a year; if you can identify a cancerous condition a little earlier, you can save [later on],” says Watson. Get the picture.

The Affordable Care Act requires insurance companies to cover preventive exams, such as mammograms, annual physical, and colonoscopies, but Watson says that is not enough to motivate people. So, SeeChange steps up incentives.

A plan works like this: A member fills out every year a health history questionnaire, takes a basic blood test, and goes for preventive check-ups—all voluntary. In return, SeeChange deposits $250 in the member’s account; $250 for a spouse, or up to $500, which go toward paying the deductible. Members who have pre-diabetes, diabetes, asthma can earn additional financial rewards for completing health tasks. (SeeChange tracks seven chronic conditions).

Members—typically companies with 2 to 50 employees, can access Cigna’s national network of doctors. SeeChange has licenses to operate in 25 states, but currently offers its plans in California and Colorado. It targets small and mid-size businesses, a niche often ignored by big insurance companies. To date, it has enrolled 36,000 members, up from 1,500 in 2011.

Watson says his company can afford to offer financial incentives, because it has newer and more efficient information technology systems than established insurance companies, and lower administrative expenses. In fact, it manages two UnitedHealth programs that offer financial rewards to patients who meet personalized health goals.

Last year, venture-backed SeeChange reported revenues of $50 million, a seven-fold increase over 2011. The company attributes the dramatic rise to its full launch in California at the end of 2011, and the addition of Colorado last year. During the same period, the number of brokers who sell its plans jumped from 252 to more than 1,800. SeeChange also clinched the partnership with Cigna.

Prior to 2012, the company’s plans were available only in a handful of cities in California, and it had a limited network of doctors. It is not profitable yet, but expects to be in the first half of next year. “Two years ago, no one cared about us; now everyone knows we’re in town,” says Alan Katz, who’s in charge of sales at SeeChange.

Competitors are taking notice, especially since in 2014 the ACA will allow employers to increase wellness program rewards from 20% of an employee’s health benefit costs to 30%. Last year, Blue Shield of California launched Blue Groove that offers incentives.

SeeChange can’t point to health care savings or better clinical outcomes yet, but customers such as Poizner are not waiting. “Even with health care reform, insurance premiums are spiraling up. Something needs to be done,” he says.

Apr 08

SeeChange Health Insurance To Partner with California Smokers’ Helpline To Offer a Free Smoking Cessation Benefit to Members

STUDIO CITY, Calif., April 4, 2013 /PRNewswire/ – SeeChange Health Insurance, the leader in value-based benefit design solutions for small and midsized employers and the fastest-growing health plan in California, is partnering with the California Smokers’ Helpline to offer a free smoking cessation program to its members.  The Helpline, also known as  1-800-NO-BUTTS , offers free, evidence-based, telephone counseling in six languages to help smokers quit.  With this partnership, SeeChange Health members will also receive nicotine replacement therapy (NRT), which significantly increases quit rates.

“Smoking poses serious health risks, and we want to ensure our members have the tools they need to quit the habit and live healthier, more productive lives,” said Sean Penwell , Chief Medical Officer of SeeChange Health. “By teaming up with California Smokers’ Helpline we now offer our members a proven solution to overcome a difficult health issue.”

Under this arrangement with the Helpline, SeeChange Health members will receive free counseling sessions with trained and experienced professionals who work with them to design a personalized plan that meets their individual goals.  Additionally, as part of the program, members may receive up to four weeks of free nicotine replacement therapy, shipped directly to their home. “SeeChange Health’s unique approach encourages and rewards members for taking steps to become healthy,” added Dr. Penwell.  “This program adds to our line-up of proactive actions members can take to better manage their health.”

SeeChange Health is the first health plan in California to partner with the Helpline in this innovative public-private partnership.  With the Helpline’s high name recognition and credibility among the medical community and the public, SeeChange Health sees this as an opportunity to leverage an accessible program and provide added value for its members. The Helpline sees similar benefits. “By partnering with SeeChange Health to add NRT to the counseling services already provided by the Helpline, we will increase the effectiveness of our program without adding cost to the state of California,” said Christopher Anderson , Program Director for the Helpline.

About SeeChange Health
SeeChange Health delivers plans, technology and services aimed at creating better health and quality of life for employees, increasing workforce productivity, and lowering health care costs by encouraging individuals to play an active role in managing their health to prevent, detect and treat serious health conditions. SeeChange Health Insurance provides value-based benefit plans to fully insured employer groups in California and Colorado. SeeChange Health Solutions provides a completely customizable consumer engagement and health incentive technology platform to employers, health plans and third party administrators delivering the cost-controlling advantages of value-based benefit plans. Fast Company magazine acknowledged the power of SeeChange Health’s approach to wellness in naming it #20 on its list of the “World’s Most Innovative Companies” for 2013. For more information, visit www.SeeChangeHealth.com.

About the California Smokers’ Helpline
The California Smokers’ Helpline ( 1-800-NO-BUTTS ) is a free statewide quit smoking service operated by the University of California San Diego and funded by the California Department of Public Health and First 5 California. The Helpline offers self-help materials, referral to local programs, and one-on-one, telephone counseling to help Californians quit smoking. Helpline services have been proven in clinical trials to double a smoker’s chances of successfully quitting. Services are available in six languages (English, Spanish, Cantonese, Mandarin, Korean, and Vietnamese) and specialized services are also available for teens, pregnant women, and tobacco chewers. The Helpline also provides information to friends and family members of tobacco users.

Contact:
Susan Cotton
818-824-9164

Mar 27

Health law could boost use of temp workers

March 25, 2013 | by Jay Hancock, The Washington Post

The health-care law could prove to be a boon for temporary-staffing companies as employers outsource jobs to sidestep complex requirements for medical insurance.

But some experts say the Affordable Care Act’s exceptions for temporary employees could undercut the goal of expanding coverage to more American workers.

“That could lead to an increase in part-time workers” who lack insurance, said Susan N. Houseman, an economist at the Upjohn Institute for Employment Research who studies staffing companies. “You regulate something and people will always try to find a way around the regulation.”

Starting in January, employers with at least 50 workers must offer affordable coverage or pay a penalty. To stay under this limit, some are considering outsourcing jobs to specialists such as Kelly Services, Manpower, Robert Half and Randstad, whose stock prices have soared.

“We are already getting inquiries from our client base for companies in and around 50 [employees], asking us to help them understand this legislation, and to inquire as to how we might be helpful,” M. Keith Waddell, Robert Half’s president, told investors on a conference call a few weeks ago. “Our response is that we can legally help them remain under 50.”

The health lawis also prompting larger organizations to use temp agencies. By requiring employer coverage only for those who put in at least 30 hours a week, the act appears to create an incentive for companies to do less with permanent workers and more with part-timers, which are the main focus of staffing agencies.

Manpower is talking to clients about “a more flexible labor model,” where workers “might be working 29 hours a week,” company chief executive Jeffrey A. Joerres told investors in January, adding, “We definitely look at it as a positive.”

School administrators in Dothan, Ala., decided to hire substitute teachers through Kelly Services to avoid possible health-cost obligations if they were to employ them directly.

Dothan subs don’t get medical coverage now, and the district pays about $700 per month for the full-time teachers who do. “You multiply that times 300 [substitutes] and you’ve got a big expense,” said Dell Goodwin, personnel director for Dothan City Schools.

Little-known, complex rules developed by the Internal Revenue Service could also allow some full-time jobs placed through temp agencies to come without health benefits.

Manpower, Robert Half and other staffing specialists are giant companies, with far more than 50 employees. So they are subject to the same health act requirements as other companies to offer coverage to full-timers.

But in regulations issued last year, the IRS left an opening for employers of “variable-hour” labor such as temp agencies. If it’s not clear upon hiring that an employee will consistently work more than 30 hours weekly, companies get up to 12 months to determine whether the person is full time and qualifies for health benefits — even if the employee does end up working full time. Few temps last 12 months.

“The overwhelming majority of temporary help workers, even if they were working full time on a weekly basis for a number of months, wouldn’t be covered because of that 12-month look-back period,” said the Upjohn Institute’s Houseman. The rules, she added, “were written in a very favorable way for the temporary-help industry.”

There are good arguments for exempting new, variable-hour workers from health-coverage obligations, she said: Tracking who worked 30 hours during which weeks for health-plan eligibility would cause confusion for employers and insurers.

The upshot, however, is that most temporary help workers — nearly 3 million on any given day — won’t have employer-sponsored medical coverage even if they are working more than 30 hours, she said.

Under the health law’s mandate that everybody be insured, temp workers without insurance must pay a penalty or seek coverage in state-based marketplaces known as exchanges. Because of the lower wages typically paid by staffing agencies, temps will probably be eligible for tax credits or Medicaid.

Kelly chief executive Carl Camden played down the idea that employers will shed health-coverage liabilities by using temp agencies. He said he sees clients’ adjustment to the health act as “a modest opportunity” for his company.

“There is a portion of the staffing industry who think there will be a large amount of companies trying to avoid obligations under the ACA and trying to shift over to staffing firms,” Camden said in an interview. “I don’t see that as happening.”

Manpower and Robert Half declined to make officials available for interviews.

The bigger business may be helping companies navigate the law through consulting or by taking over temporary jobs they already have, Camden and other industry officials say.

“We expect that clients that have those kinds of workers and who are daunted by the complexity of the Affordable Care Act will look to staffing firms to help them manage those kinds of workers,” said Edward A. Lenz, senior counsel for the American Staffing Association, a temp-company trade group.

Staffing-company share prices have shot up, partly in response to the recovering economy and partly because of hopes for a surge in Affordable Care Act business, industry analysts say.

Manpower has risen by half since November while Kelly, Randstad and Robert Half are all up more than 35 percent, far more than the market as a whole.

A few years ago, when Massachusetts implemented its own requirement that companies provide health coverage to full-time workers, temp jobs increased six times as fast as in the country as a whole, said Jeffrey Silber, who follows staffing company stocks for BMO Capital Markets.

Officials running Dothan schools see a double benefit. By hiring substitutes through Kelly they’ll avoid possible medical costs and also dodge the complexities of how the health act affects subs, personnel director Goodwin said.

Sometimes subs work more than 30 hours and sometimes they don’t, she said, and keeping track of who would be owed health coverage “would just be a continuing accounting nightmare.”

Several other Alabama systems are starting to hire subs through Kelly, which has been offering health-law Web seminars through the state school superintendents association.

And no wonder, Goodwin said. At last year’s meeting of the American Association of School Personnel Administrators, “that was one of the hottest topics,” she said: “How this Affordable Care Act would affect school systems.”

Kaiser Health News, an editorially independent news service, is a program of the Kaiser Family Foundation, a nonpartisan health-care-policy organization that is not affiliated with Kaiser Permanente. E-mail: questions@kaiserhealthnews.org.

Mar 18

Group medical appointments may help ease growing demands on health-care system

March 18, 2013 | by Michelle Andrews, Washington Post

When visiting the doctor, there may be strength in numbers.

In recent years, a growing number of doctors have begun holding group appointments — seeing up to a dozen patients with similar medical concerns all at once. Advocates of the approach say such visits allow doctors to treat more patients, spend more time with them (even if not one-on-one), increase appointment availability and improve health outcomes.

Some see group appointments as a way to ease looming physician shortages. According to a study published in December, meeting the country’s health-care needs will require nearly 52,000 additional primary-care physicians by 2025. More than 8,000 of that total will be needed for the more than 27 million people newly insured under the Affordable Care Act.

“With Obamacare, we’re going to get a lot of previously uninsured people coming into the system, and the question will be ‘How are we going to service these people well?’ ” says Edward Noffsinger, who has developed group-visit models and consults with providers on their implementation. With that approach, “doctors can be more efficient and patients can have more time with their doctors.”

Some of the most successful shared appointments bring together patients with the same chronic condition, such as diabetes or heart disease. For example, in a diabetes group visit, a doctor might ask everyone to remove their shoes so he can examine their feet for sores or signs of infection, among other things. A typical session lasts up to two hours. In addition to answering questions and examining patients, the doctor often leads a discussion, often assisted by a nurse.

Insurance typically covers a group appointment just as it would an individual appointment; there is no change in the co-pay amount. Insurers generally focus on the level of care provided rather than where it’s provided or how many people are in the room, Noffsinger says.

Some patients say there are advantages to the group setting. “Patients like the diversity of issues discussed,” Noffsinger says. “And they like getting 11 / 2 hours with their doctor.”

Patients sign an agreement promising not to disclose what they discuss at the meeting. Although some patients are initially hesitant about the approach, doctors say their shyness generally evaporates quickly.

“We tell people, ‘You don’t have to say anything,’ ” says Edward Shahady, medical director of the Diabetes Master Clinician Program at the Florida Academy of Family Physicians Foundation in Jacksonville. Shahady trains medical residents and physicians to conduct group visits with diabetes patients. “But give them 10 minutes, and they’re talking about their sex lives.”

Though group appointments may allow doctors to increase the number of patients they see and thereby boost their income, many doctors are uncomfortable with the concept, experts say, because they’re used to taking a more authoritative approach with patients rather than facilitating a discussion with them.

According to the American Academy of Family Physicians, 12.7 percent of family physicians conducted group visits in 2010, up from 5.7 percent in 2005.

Some studies have found that group visits can improve health outcomes. In an Italian trial that randomly assigned more than 800 Type 2 diabetes patients to either group or individual care, the group patients had lower blood glucose, blood pressure, cholesterol and BMI levels after four years than the patients receiving individual care.

Doctors say patients may learn more from each other than they do from physicians. “Patients really want to hear what others patients are experiencing, “ Shahady says.

Jake Padilla of Westminster, Colo., participated in his first group visit more than a decade ago, shortly after he had heart bypass surgery.

Padilla, now 67, continued to attend group appointments geared to primary-care patients’ concerns for years after that at the Kaiser Permanente outpatient clinic near his home. (Kaiser Health News is not affiliated with Kaiser Permanente.) He usually went once a month or so, and the members of the group constantly changed.

One woman who attended the group was 102 years old, he remembers. Fellow patients wanted to know how she managed to live that long. One of her secrets, she said, was deep breathing. Padilla has since used that advice when his blood pressure gets out of control.

But group visits aren’t for everyone. Padilla’s wife, Tedi, went to one meeting with him and never went back.

“She said she didn’t have time to sit there and listen to all those patients,” he says.

This column is produced through a collaboration between The Post and Kaiser Health News. KHN, an editorially independent news service, is a program of the Kaiser Family Foundation, a nonpartisan health-care-policy organization that is not affiliated with Kaiser Permanente. E-mail: questions@kaiserhealthnews.org.

Mar 08

Cash Incentives Help People Lose Weight, Researchers Find

March 7, 2013 | by Nicole Ostrow, Bloomberg

Financial incentives for losing weight help people shed more pounds than programs that don’t affect dieters’ wallets, a study found.

Participants who received money monthly for losing weight or paid into a pool when they didn’t meet goals, dropped 9.1 pounds on average, compared with 2.3 pounds for those without cash incentives, according to research released today in advance of the American College of Cardiology meeting in San Francisco.

“Just wanting to lose weight isn’t enough,” said Donald Hensrud, chairman of preventive medicine at the Mayo Clinic in Rochester, Minnesota, who helped write the study. “People need creative strategies. Financial incentives can be powerful.”

More than two-thirds of companies are experimenting with programs that encourage healthier behavior in workers, such as higher insurance premiums for smokers or reduced rates for fitness clubs. One common tactic is to withhold incentives or raise fees for obese workers, penalties that can be lifted if they lower their body mass index, according to Michael Wood, a senior benefits consultant in Seattle at Towers Watson & Co. (TW)

“The jury is still out as to whether financial incentives will improve the rate of success of people losing weight on a long-term basis,” Wood said in a telephone interview.

$168 Billion

More than two-thirds of U.S. adults are overweight or obese, according to the Centers for Disease Control and Prevention. Obesity-related health costs are more than $168 billion annually, according to a Feb. 20 study in JAMA-Surgery.

Today’s study followed 100 adults ages 18 to 63 years who were obese based on their body mass index. They were weighed monthly for a year. The study was one of the longest looking at workplace financial incentives for weight loss.

Fifteen people received the maximum $360 over the year by attending every monthly weigh-in and reaching and maintaining their weight loss goal, Hensrud said. The study participants paid $2,200 into the pool in penalties, which was then divided among the eight people who reached the overall weight-loss goal of 10 percent and two other people in a general lottery. The researchers spent $12,000 for the monthly incentives.

Future studies should look at what financial incentives work best and how long the programs need to be in place to help people maintain their weight loss, Hensrud said.

Rising Tide

More than two-thirds of companies offer financial incentives to encourage participation in wellness activities, an increase from about half in 2010, according to the 18th annual Towers Watson survey on employer health care released today.

While incentive programs can cost companies about $100 to $1,200 year for each person and any spouse, healthier employees lower health insurance costs, Wood said. Companies also can build program costs into their health insurance bill, he said.

Thirty-six percent of companies reward employees for participating in a smoking-cessation program and 42 percent charge tobacco users about $50 a month, according to the survey.

About 16 percent of companies reward or penalize employees based on outcomes other than tobacco use, including weight control or cholesterol levels, an increase from 10 percent in 2012. That number is expected to jump to 47 percent in 2014 as more companies say they will enact these programs, according to the Towers Watson survey taken from November 2012 to January 2013 of 583 employers with a total of 11.3 million workers.

Fear Factor

In the Mayo Clinic study, each person was assigned to one of four groups. One group was provided weight-loss education, another received education and financial incentives, a third was provided education plus behavior modification and the last had financial incentives with education and behavior modification.

Those in the financial incentive groups who met their weight-loss goals received $20 a month, while those who didn’t had to pay $20 into a bonus pool. Half of the bonus pool went to people who met their study goals and the other half was put into a lottery for everyone who completed the yearlong study no matter their results, Hensrud said.

“Fear of losing money tends to motivate people about two and a half times more than the prospect of gaining the same amount of money, so we intentionally designed the incentives so that participants would have some of their own skin in the game,” said Steven Driver, a lead study author and a resident physician in internal medicine at the Mayo Clinic.

Sixty-two percent of the people with financial incentives completed the study compared with 26 percent in the non- incentive groups. The researchers estimated that 6.5 pounds of the 9.1 pounds average weight loss was attributable to the incentives.

Hensrud said financial incentives don’t work alone and may need to be combined with other methods to help people lose weight. Also, the incentive program didn’t pay for itself so more work may be needed to find programs that don’t add to company costs, he said.

Feb 20

Health insurance rate-setting map would raise costs, official says

California’s insurance commissioner says splitting the state into six zones would drive up premiums as much as 23% next year. He’s pushing an 18-region plan.

February 20, 2013 | by Chad Terhune, Los Angeles Times

A proposal to split California into six zones for setting health insurance rates would drive premiums up as much as 23% for some policyholders next year as part of the federal healthcare overhaul, the state insurance commissioner is warning.

These rating boundaries for the individual insurance market are among several items that state lawmakers are debating during a healthcare special session in Sacramento aimed at implementing the federal Affordable Care Act. In January, most Americans will be required to have health coverage or pay a penalty.

Under the proposal for six regions, the lnsurance Department estimates that premiums for similar coverage would increase as much as 22% in Los Angeles and 23% in the Bay Area.

Insurance Commissioner Dave Jones said he’s pushing for an 18-region plan that would cap increases at 8%. That and other alternatives are expected to be discussed at state hearings Wednesday.

Overall, many healthcare experts and consumer advocates have expressed concern about the affordability of premiums next year. Rates are expected to rise because the federal law requires improved benefits, and there will be new limits on how much insurers can vary rates based on age.

Now, state leaders are trying to determine what role geography will play in insurance rates. Health insurers currently set their own rating regions, but the federal law allows states to establish their own map.

“There is a lot of interest in doing this quickly,” Jones said. “It’s important to get it right as well so we can minimize any rate shock.”

A spokeswoman for state Sen. Ed Hernandez (D-West Covina), chairman of the Senate Health Committee, said the proposed legislation seeks to keep California in compliance with federal rules that recommend seven rating regions or fewer.

Two industry trade groups, the California Assn. of Health Plans and the Assn. of California Life & Health Insurance Cos., also oppose the six-region plan. Insurers favor a 19-region map that was adopted by state lawmakers last year for the small-employer health insurance market.

Jones has come out against the 19-region plan as well, saying rates could rise as much as 25% under that system.

chad.terhune@latimes.com