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Jatinder Koharki

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The Future of US Healthcare: Questions and Concerns, Part II

by on May 8th, 2012

In Part II of this blog series on the Patient Protection and Affordable Care Act (PPACA), I will explore the following statement: “Adults with pre-existing conditions became eligible to join a temporary high-risk pool, which will be superseded by the healthcare exchange in 2014.To qualify for coverage, applicants must have a pre-existing health condition and have been uninsured for at least the past six months. There is no age requirement. The new program sets premiums as if for a standard population and not for a population with a higher health risk. Allows premiums to vary by age (4:1), geographic area, and family composition. Limit out-of-pocket spending to $5,950 for individuals and $11,900 for families, excluding premiums.”

In addition, the premiums (effective September, 2010) for this high-risk pool were set as follows:

  • Premium to be set at a standard rate for a standard population
  • Premium for older individuals allowed to be up to 4 times the premium for younger individuals
  • Premium for tobacco users allowed to be up to 1.5 times the premium for non-tobacco users

What is disturbing about this premium scheme is that individuals who cannot control their age are required to pay much more than individuals who can control their tobacco-related habits. Does this seem disturbing to anyone else?

While there is a limit on out-of-pocket spending, there is no ceiling on premiums (yet) and no floor for benefits. There is a 40% excise tax on premiums greater than $27,500 for families and $10,700 for individuals. However, this tax on health insurance companies does not go into effect until 2018. In addition, the healthcare exchange mentioned in the provision does not take effect until 2014.

The healthcare exchange is a government subsidy that will be provided to families based on size and annual income as a percentage of the federal poverty line. For instance, a family of 4 whose income is 400% above the poverty line (in other words, $88,200) will have a maximum out-of-pocket premium of $8,379 (9.5% of income). However, for another two years there is no premium ceiling, and for another six years there is no penalty for charging high premiums. Further, there is no premium ceiling at all for families whose annual income is above $88,200. What can this mean for a middle-class family in the US?

In the same year as the healthcare exchange takes effect, the government will also begin imposing a $2,000 tax per employee on employers who do not offer health insurance and employ more than 50 individuals. Thus, in two years, a family of four making $90,000 annually can lose its health benefits and be forced to purchase its own insurance for which there will be no subsidy and no premium ceiling.

What if the primary breadwinner of this family loses his job but has a pre-existing condition that may not be insured for 6 months to 10 years by a new healthcare package, based on the state in which the family resides? Even if he finds a new job right away, will he have to refuse healthcare for six months in order to enter the temporary high-risk pool of individuals, some of whom may have to pay up to four times the standard premium because they are older? Will this individual be able to afford this high premium when combined with insurance costs for his family? How will he insure his family during those six months? I have yet to find answers to these questions in the PPACA. I hope I am missing something.

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The Future of US Healthcare: Questions and Concerns, Part I

by on April 11th, 2012

I plan for this blog to be the first in a series of questions I have regarding different aspects of the Patient Protection and Affordable Care Act (PPACA, in the hope that it will help me not only gather more details that I have yet to uncover through further research but also spark some intelligent conversations that can help us all understand, as American citizens and healthcare consultants, the future of healthcare in this country.

While reading a summary explanation of the PPACA I was confused by the following items: 1) 40% excise tax on health coverage in excess of $10,200/$27,500, to raise $32 billion in funding, and 2) Impose a $2,000 per employee tax penalty on employers with more than 50 employees who do not offer health insurance to their full-time workers.[1] Item #1 will not go into effect until 2018 while item #2 will be in effect by 2014. In other words, by 2014, employers who, in 2009, paid an average of $13,375 on a policy covering an employee’s entire family will have to pay only $2,000 to not insure that same employee and his/her family.[2] When considering the scenario that even self-insured employers will save on healthcare costs by simply paying the penalty, what exactly is this “imposition” incentivizing?

Now, let’s consider item #1. By definition, an excise tax is “an internal tax or duty on certain commodities, as liquor or tobacco, levied on their manufacture, sale, or consumption within the country.”[3] It is more commonly known as a tax on luxury goods. Planned to be in effect by 2018, this 40% excise tax will be imposed on “Cadillac” plans that cost more than $10,200 per individual and $27,500 per family for everyone else while $11,850 per individual and $30,950 per family in annual premiums for retirees and employees in high risk professions. “Cadillac” plans, as they are referred to, are often based on age, gender, health, and for an employer-based plan the pooled risk of employees. These plans usually come with low deductibles and generous benefits, so it is easy to take a guess at the impacts of the excise tax. Payers will want to remain below the thresholds and thus will lower premiums. However, since there is no requirement to provide a certain minimum package of benefits to any insured individual or family, payers will decrease benefits or increase co-pays and deductibles, or both. Again, the same question arises: What is this “imposition” incentivizing? Also, if an expensive healthcare plan is required for professionals like firefighters who risk their lives as part of their jobs, is a “Cadillac” plan a luxury good to be excised or a necessity to be provided?

Combined, these two items created the following dilemma for the healthcare consumer. If your employer no longer offers health insurance and your annual household income is more than $88,200 (disqualifying you for a cost-sharing subsidy) but less than $100,000, can you afford healthcare insurance for you and your family? There are more factors to be considered in answering this question. I hope to address those factors in this series through much research.


[1] http://en.wikipedia.org/wiki/Obamacare

[2] http://www.kaiserhealthnews.org/Stories/2010/March/18/Cadillac-Tax-Explainer-Update.aspx

[3] http://dictionary.reference.com/browse/excise

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The Best Use of a Systems Analyst

by on March 15th, 2012

I have seen Business and System Analysts (SAs) get involved in various ways throughout the SDLC process. On one hand, Systems Analysts join forces with Business Analysts to gather business requirements and are required to approve the business requirements specification (BRS). The two work as a team with the business to understand the process, develop process flows (as-is and to-be), and document what the end product needs to accomplish. Asking questions on how certain steps of a manual business process are required to fit into an automated process can help address concerns that sometimes end up being raised too late in the game. On the other hand, a Systems Analyst is not involved in the business requirements phase at all but is expected to gather system requirements after the BRS is complete. The Systems Analyst has no control over how the requirements are captured or knowledge of the existing business process. He/she is essentially starting from scratch when it comes to not only understanding the as-is and to-be process but also finding gaps in the information provided to document accurate system requirements. Most often, they are forced to ask questions that later require updates to the BRS and cause delays in the delivery of system requirements documentation.

In addition, some Systems Analysts are heavily involved in the review and finalization of test scenarios to ensure that the proper functionality is being tested without over-testing or wasting time and effort toward testing minor details, like the word “cancelled” being spelled with one “l” or two. Sometimes, Systems Analysts are even required to provide approval to system test cases and work very closely with the UAT (User Acceptance Testing) Manager of the project to ensure the minimum functionality necessary to perform the business process is being demonstrated to the user. Finally, Systems Analysts sometimes also work closely with the Training & Education manager, or sometimes they are the Training managers. This ensures the user is being properly trained to do his/her job and perform the business process that he/she is responsible for, which is the whole reason for that particular project in the first place.

However, on many occasions, Systems Analysts are required to understand everything about the process being built inside an application but are not involved in half the phases of the project. This reality becomes more confusing when we consider that the development team seeks guidance from the SAs when it comes time to develop the solution. Further, the test team seeks guidance from and asks questions of the same SAs when testing the application. The business teams also work on a daily basis with the SAs to make sure the proper system requirements are being captured. Then, why are these same teams and users not required to involve SAs when it comes time to complete their respective work? At the end of the day, the SA becomes a crucial part of the implementation. Why are these essential participants left in the dark?

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Are Academic Medical Centers the next big Clinical Trial players?

by on January 24th, 2012

One thing I have been wondering about recently is to what extent consulting firms are exploring the clinical trial sector of academic medical centers (AMCs). While conducting an assessment of just one (small) department within an AMC in a previous consulting engagement, I learned how weary everyone around me was of the academic bureaucracy and lacked any faith that a change can come about. During our assessment, my teammates and I learned about two types of organizations that can be set up inside an AMC to boost its competitiveness in the clinical trial landscape.

Organization Types

One is a Site Management Organization (SMO) that helps sponsors manage multiple sites for clinical trials, including private sites in the AMC’s own vicinity. An SMO can help an academic medical center not only boost clinical trial revenues with more sites under its belt but also cut costs on research and resources by sharing them with its sites. The only drawback is that a SMO cannot conduct its own Quality Assurance, which would be resolved if the AMC can use its university’s Institutional Review Board (local IRB) to gain approval for all its clinical trial sites. However, the fact that local IRBs can take somewhere from two to six months to approve one study, as they are often underfunded and understaffed, really means that by the time a study gets approved it is over. Other clinical trial sites have picked up patients, reaching the maximum goal set by the sponsor. Thus, an SMO within an AMC has no choice but to contract with an independent IRB (central IRB) or partner with a Contract Research Organization (CRO) to keep up the pace. While the former partnership is necessary to gain fast approval for clinical trials (within one business week), the latter is not in an AMC’s best interest because a CRO is a direct competitor who can manage clinical trial sites, conduct Quality Assurance, and compile the findings to meet sponsors’ requirements. In a partnership with a CRO and a sponsor, the AMC SMO would be just another, bigger, clinical trial site.

AMC Advantages

One very crucial thing that an AMC has going for it, and that a CRO cannot boast, is the research minds and expertise of its world-renowned physicians as well as the research funding and resources that come with being part of a large state university. Sponsors like to see more AMCs in their clinical trials because results from these sites provide the credibility that a CRO cannot provide by simply compiling the results. Further, from our research, my teammates and I found that sponsors WANT to work directly with AMCs instead of going through a CRO. However, CROs have become a major force in the clinical trial landscape as the main “middlemen” between sponsors and sites because they can manage an entire clinical trial for sponsors on one budget from start to finish. This may offer convenience but may be not always provide the best expertise or the best product for the price.

Now, if you combine the competitiveness of a CRO with the resources that come with being an AMC, you can build a very strong clinical trial competitor who can do more just conduct a lot of clinical trials. An AMC CRO can work directly with sponsors on clinical trials and medical research to improve the healthcare that is provided not only in the AMC’s immediate area but also to patients worldwide by backing up the findings with the expertise of world-renowned physicians who are trusted for their opinions and experience. This will benefit the AMC by attracting the best medical talent there is, meaning the best residents who want to train and the best physicians who want to be researchers, and also by improving its outreach in its immediate community.

I wonder why I don’t see more and more consulting firms working with AMCs on reaching these heights by helping them become major sources of clinical research as well as the best medical care that members can get no matter what their healthcare affordability. I am hoping to gain insight from healthcare consulting experts through my blog.