Block grant funding of public health insurance: the Canadian example

Block grant funding of public health insurance: the Canadian example

Image result for medicaid block grants

Speaker Paul Ryan wants to reform Medicaid by “block granting” the program, that is,

by capping federal funding and turning control of the program over to states. The aim of such reforms is to reduce federal funding over the long term, while preserving a safety net for needy, low-income Americans. An additional valuable aim of this effort has been to advance federalism by reducing the federal government’s role and giving states and governors more freedom and flexibility in managing their Medicaid programs and helping people in their states.

What are the likely consequences of block granting? Benjamin Sommers and David Naylor write in JAMA about how Canada’s joint federal/provincial funding of health care provides lessons about the likely consequences of block granting.

Canada is a single payer health care system. However, there isn’t a Canadian single payer. Rather, there is a single payer for each province: I am covered by the Ontario Health Insurance Plan (OHIP). These plans are primarily funded by provincial taxes. However, provinces also receive a health transfer from the Canadian federal government, i. e., a block grant. The provincial health insurance plans are run by provincial health ministers, not the federal minister in Ottawa.

So, does provincial autonomy facilitate experimentation and tailoring by the provinces? Sommers and Naylor think not.

there is little evidence that the alleged advantages of block grants have materialized in Canada. Advocates argue that with greater flexibility and proper incentives, states can reduce costs by improving the efficiency of care. In Canada, however, the provinces’ primary means of coping with budget pressures under block grants has been to reduce funding to hospitals and bargain harder with provincial medical associations. Ironically, then, if this scenario plays out in the United States, it would exacerbate one of the chief Republican criticisms of Medicaid — that it pays clinicians such low rates that they have reduced incentives to care for low-income patients.

Indeed, physician refusal to take Medicaid patients is one of Speaker Ryan’s central criticisms of Medicaid.

What about the effects of a block grant system on federal funding of health care?

Once block funding was initiated in 1977, health care funding became a line item in the federal budget that could be arbitrarily cut or capped for fiscal or political reasons, as opposed to a level of spending pegged to the needs and health care use of the population. Importantly, these cuts occurred under both conservative and liberal federal governments.

When the Canadian health transfer began, the federal government paid 50% of provincial costs. However, the transfer has steadily declined, until it is now about 20%. Sommers and Naylor predict that US federal block grants would also decline, and this is clearly one of Speaker Ryan’s goals.

However, Canadian health care spending per capita has not declined.

As the cost of providing care has risen, but the federal health transfer has stayed fixed or declined, the provinces have taxed more and the federal government has taxed less. The provincial governments hate this, because they would rather have the federal government make the unpopular choice to raise taxes. But it’s not clear whether block granting has made a big difference in the health care received by Canadians.

American states could similarly increase taxes in response to a declining federal Medicaid block grant, but would they? The key difference between Canadian public health insurance and Medicaid is that the former is universal, while the latter is means-tested. Ontarians prefer lower taxes, but if Ontario decreases funding for OHIP, every Ontarian will experience longer waits for care. But American states can cut Medicaid — and reduce taxes — without affecting the health care of better off and able-bodied citizens.

The affluent and able-bodied are also the citizens most likely to vote. American states determine their own voting procedures. Block granting gives states an incentive to manage voting so as to reduce the participation of the marginalized communities who are most in need of public health insurance. Block granting is likely to undermine the health care for the poor and disabled, and it could reinforce the post-Shelby County v. Holder efforts to restrict voting.

 

Invisible Risk Sharing Program

Too little, too late

Image result for invisible law

In their latest amendment to the American Health Care Act, House Republicans have created something called an “invisible risk sharing program.” The amendment is befuddling. The invisible program is a minor tweak that won’t improve the AHCA’s dismal coverage numbers. It’s not even really a program. If there’s any prospect at all of salvaging Republican-style repeal and replace, this newest amendment isn’t it.

The statutory text is spare. It appropriates $15 billion over nine years—or $1.67 billion each year—and tells the Secretary of Health and Human Services to use the money “to provide payments to health insurers with respect to claims for eligible individuals for the purpose of lowering premiums for health insurance coverage offered in the individual market.” The Secretary can supplement that funding with any money from the AHCA’s high-risk pools that states don’t find a way to use.

Beyond that, however, the statute tells us next to nothing about how the program is supposed to work. Hilariously, a section of the statute titled “Details of Program” contains no details. It says, for example, that the program should include “[a] definition for eligible individuals,” but leaves the defining up to HHS. So too with “[t]he identification of health conditions” that, if an eligible person has them, would qualify her insurer for extra payments.

Oh, and the program is supposed to be in place in time for the 2018 plan year.

Read generously, this newest amendment tells HHS to create a kind of reinsurance program for insurers who enroll high-cost individuals. The statute doesn’t use the word “reinsurance,” maybe because Republicans have spent years railing against the risk corridor and reinsurance programs as insurer bailouts. But if those were bailouts, then this is too.

Judging from the title, the program is supposed to look something like the proposal pioneered by Maine and described in this Health Affairs post. But Republicans are delusional to think that the Secretary can establish and implement a complex reinsurance-style program in time for the 2018 plan year. Insurers that want to participate on the exchanges have to submit bids to HHS by June 21. Even if the AHCA passed tomorrow—which it won’t—there’s no chance that Secretary Price could ramp it up in time.

Nor does the amendment explain how the new program is supposed to interact with the ACA’s risk adjustment program, which the AHCA leaves in place. The point of risk adjustment is to equalize risk across insurers: those with healthier-than-average enrollees have to pay into a central kitty, and those with sicker-than-average enrollees get some of that money. But if insurers get “invisible” risk sharing money for high-cost individuals, should they get less in risk adjustment money? The amendment doesn’t say.

In any event, the money is too insubstantial to make much of a difference. Sure, $1.67 billion per year sounds like a lot of money. But $1.67 billion is chump change compared to the subsidy reductions that are contemplated under the AHCA. It’s like using a band-aid to treat a gunshot wound.

 

Let’s Get Real About Culture: What Does Your Organization Truly Value?

https://www.linkedin.com/pulse/what-does-your-organizations-culture-truly-value-ask-leddin-ph-d-?trk=v-feed&lipi=urn%3Ali%3Apage%3Ad_flagship3_feed%3B48kuvwanN9e3kKYMGuvVVQ%3D%3D

Image result for Organizational Value

What does your organization value?

I’m not asking what your strategic plan lists as your top goals. I’m also not referring to what senior leaders say are important initiatives. True, these may all be the same things; however, there is often a gap (sometimes a big one) between what the organization ‘says’ it truly values and what the organization ‘truly’ values.

Let me share a couple of examples…

Imagine that it is 1998 and you are sitting in a conference room holding a meeting with your colleagues. The session has been in full swing for two solid hours and everyone is in need of a much-deserved break. A suggestion is made to adjourn for 15 minutes and all eagerly agree. Some scurry to the restroom and others opt to run back to their workspace to check email.

Why did they go back to their workspace?

Consider your organization:

  • What’s your organization’s currency?
  • What do people in your organization TRULY value?
  • What is being rewarded and reinforced?
  • Think about the things that people count and brag about. Are they important items that drive goals that matter or are they trivial things with little true value?

Explain this story to a few people in your workplace and ask them to tell you what the current organizational currency is in your organization. You might be surprised!

The best of Chris Van Gorder: 5 timeless leadership tips from Scripps Health’s CEO

http://www.beckershospitalreview.com/hospital-management-administration/the-best-of-chris-van-gorder-5-timeless-leadership-tips-from-scripps-health-s-ceo.html

Chris Van Gorder is the CEO of San Diego-based Scripps Health, a role he has held since 2000. After leading a major financial and cultural turnaround at the beginning of his tenure, Mr. Van Gorder established himself as one of the hospital industry’s most respected and revered thought leaders.

Here, we’ve collected some of the management principles and philosophies Mr. Van Gorder has shared with Becker’s Hospital Review over the years.

1. Don’t just be a name — be a face. It’s difficult — if not impossible — for leaders to gain the respect and trust of their employees if they aren’t willing to go out and meet them. At Becker’s Hospital Review‘s 7th Annual Meeting in Chicago last April, Mr. Van Gorder said the key to establishing the mutual trust that keeps employees engaged is taking the time to meet them, listen to their ideas and concerns and learn from them.

“When people understand what is going on in the industry and all of the drivers of change, they will be advocates,” said Mr. Van Gorder. “You must take the time to educate so the organization understands where it is going and the strategy it’s using to get there, otherwise people will resist you. I need people pulling us along.”

2. Be an accessible and prompt communicator. Mr. Van Gorder is a famously quick email responder. He is notorious for his ability to remain in constant contact with his executive team and staff. But for him, email is about more than just communication.

“My strategy [for communication] is simple. Being responsive is a sign of respect, which is one of our core values as an organization. I’ve always thought that if someone takes the time to send me a note, I should take the time in return to respond in an appropriate way,” he says. “Since we are a 24/7 organization, the first thing I do in the morning before I even head to work is answer any note that came to me during the night, and the last thing I do before going to bed is make sure I didn’t miss any during the day.”

3. Be strategic, but be flexible. Charles Darwin said, “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” Indeed, the most important trait for health system leaders to possess today is nimbleness and the ability to evolve to meet changing demands.

“The No. 1 thing is being flexible because of all of the changes taking place. I learned a long time ago that strategy is not linear — it must be flexible as the market changes,” Mr. Van Gorder says.

4. Contribute to the community in your own way. Mr. Van Gorder volunteers between 500 and 1,000 hours a year with the San Diego sheriff’s department, where he serves as a reserve assistant sheriff. Taking an active role in law enforcement brings him great fulfillment, and it also helps him make a meaningful difference in people’s lives in an additional way. He says every leader should look for ways to combine their passions with community service.

“For healthcare leaders in particular, we are vital community assets,” he says. “If you want to know if you’re serving the community well, you have to get out there. You don’t have to do something like I’m doing, but there are lots of opportunities to take your expertise in healthcare or leadership and take it to a nonprofit or community group and create some extra benefit.”

5. Prepare for the worst. All leaders hope for the best, but it is their duty to prepare for the worst. Mr. Van Gorder’s previous career as a police officer and current role as a reserve assistant sheriff have conditioned him to always be alert and think about safety for both Scripps’ staff and patients. The health system practices “active shooter” drills in the event of a gunman on campus.

“There will never be a real incident that works like a script,” Mr. Van Gorder explained, “but the ability of police officers, rescuers, staff and even incident commanders to be flexible and adjust to the reality based on past training and experience will be the difference in the end. We pray we will never need to use the skills learned but we need to prepare for this just like we would for any disaster.”

 

Qualities of a moral leader

https://www.linkedin.com/learning/on-becoming-a-moral-leader/qualities-of-a-moral-leader

Image result for Qualities of a moral leader

Qualities of a moral leader

– Moral leaders approach the world from the perspective of those who have been left out, the vulnerable, the poor. (upbeat music) This is a moment in history where all of us need to practice the attributes and develop the skills of moral leadership. The two that may be the most important are persistence and grit because you have to fight a status quo which is, which is held in place by bureaucracy, corruption, and complacency, and a belief in yourself, a sense of faith that you can make a difference even though the problems might seem overwhelming.

We’re living in a time in the United States and across the world of great division, fear of one another, and these are times when it becomes easy for demagogues to arise and to prey on our fears which are really the broken parts of ourselves, our insecurities, and we’ve seen over and over in history how that can often lead us to make bad decisions and sometimes even do terrible things.This is why this is the moment for moral leadership and to look for those ways that unite us and that transcend left and right, and race and religion and ethnicity, and what we’re learning into this interconnected world is there is so much more that does unite us than that divides us.