April 19, 2025

Health Insurers Seek Higher Premiums

A study released on Tuesday by the Kaiser Family Foundation, a research group, showed that the average annual premium for family coverage through an employer reached $15,073 in 2011 — 9 percent higher than in the previous year. And even higher premiums could be on the way, particularly in New York, where some companies are asking for double-digit increases for about 1.3 million New Yorkers in individual or small-group plans, setting up a battle with state regulators.

The higher premiums are particularly unwelcome at a time when the economy is sputtering and unemployment is hovering at about 9 percent. Many businesses cite the cost of coverage as a factor in their decision not to hire, and health insurance has become increasingly unaffordable for more Americans. The cost of family coverage has about doubled since 2001, compared with a 34 percent gain in wages.

Aetna and United Health/Oxford said their requested rate increases in New York largely reflected actual hospital, physician and pharmacy costs. “Our rate requests are simply keeping pace,” said Maria Gordon Shydlo, a spokeswoman.

How much the new federal health care legislation pushed by President Obama is affecting rates remains a point of debate, with some consumer advocates and others suggesting that insurers have raised prices in anticipation of new rules that would, in 2012, require them to justify any increase of more than 10 percent. Kaiser pointed out that the increase this year could be an anomaly, after several years of 3 percent to 5 percent increases during the recession.

Kaiser estimates that one to two percentage points of the increase this year is related to provisions of the law already in effect, like coverage for children up to 26 years old and for prevention services like mammograms.

New York, along with states including California, Connecticut and North Carolina, has been exercising its regulatory muscle to try to tamp down some of the increases. The Obama administration this month funneled a total of $109 million to many states, in part to help fight against “unreasonable” increases.

The increases now under consideration in New York would affect 1.3 million of the 3 million residents in individual and small-group plans; the amounts vary considerably depending on the type of policy. The increases requested by Aetna, for example, range from 8.9 percent to 53.6 percent, while those from United Health Group/Oxford range from 13 percent to 34 percent, according to the State Insurance Department.

The state’s power to deny increases does not extend to rates for large employers; the Kaiser survey included large and small company policies, which cover about 60 percent of working-age Americans with insurance. Employers, on average, pay the bulk of premiums and absorb some of the increase each year while passing the rest onto workers.

The increase in premiums was striking because in a poor economy, many people put off going to doctors, to avoid co-payments and higher deductibles. Despite a decrease in the use of medical services, companies have defended higher premiums — and their high profits — reasoning that their costs would rebound once the economy recovered.

Insurers also say that the use and price of medical services have continued to rise in individual and small-group plans, in part because those policies tend to have a higher proportion of people with serious illnesses. If the health care law survives legal challenges and goes into full effect in 2014, increased competition will make it tougher for companies to charge those customers more, the administration says.

In New York, consumer advocates contend that the latest requests exceed any documented rise in costs, with some companies enjoying three years of record profits and paying millions of dollars in dividends and executive compensation.

“We’re at a watershed moment,” said Elisabeth Benjamin, who represents Health Care for All New York, a group of 100 organizations advocating affordable care. “The Cuomo administration has to decide, will the Department of Insurance stand up for the little guy, John Q. Public, or let the insurance companies get away with this nonsense?”

Since last year, the Insurance Department has posted more than 4,000 policyholder objections online. In one typical letter, a small businessman, citing six years of annual increases of more than 15 percent, raged, “There are no words to express how utterly greedy and unconscionable another double-digit increase in health care costs are to the world of small companies and those employed by them.”

Such messages are not lost on Benjamin M. Lawsky, the state’s superintendent of financial services, who oversees the department. “We get it,” he said. “These increases are often hitting people who just can’t afford it.”

“At the same time,” he added, “we have to make sure these companies stay healthy. What keeps us up at night is the need to strike a responsible balance.”

Decisions are expected in October. In the first round of reviews late last year, on premiums that took effect Jan. 1, the department approved a 10 percent increase, on the average, reduced from requests averaging 14 percent. Mr. Lawsky said the result showed the system was working.

But to Leslie Moran, senior vice president of the New York Health Plan Association, an industry group, the result confirms that under the new law, the process bows to political pressure, not actuarial reality.

Article source: http://feeds.nytimes.com/click.phdo?i=80f34634b9720e091dc9d6c310e6b42d

You’re the Boss: Monitoring the Private Lives of Your Employees

Staying Alive

The struggles of a business trying to survive.

So things have been going smoothly recently. Sales have been good, production has been keeping pace, errors have almost disappeared, my new hires are working out. And then I find this e-mail in my in-box:

i seen a [let’s call it Company C] truck in a porn shop parking lot near rte 173 and rte 41 in wadsworth il. i went to there website and they mention that they deliver for your company. i just thought i would warn you about the people that may be representing you in the field and you are welcoming into your place. this porn shop is known for men meeting strange men and men dressed as women among other things. also the parking area is unsafe for the equipment and load so if your furniture was on that truck i hope it made it to its destination with no problems.

Gee, thanks, stranger. (Sigh.) What am I supposed to do with this?

This certainly is not an e-mail I would have written, but on the other hand I don’t live across the street from a porn shop. I’m presuming that the writer has an unwelcome neighbor that may have arrived after he or she moved in; this seems to me to be the only reason that one would keep track of the shop’s customers. I suspect that by writing to the clients of the people this person sees patronizing the shop, he or she hopes to cut into its business and eventually drive it under. And I’m not entirely unsympathetic. Maybe if I lived there I’d do the same thing.

On the other hand, I’ve done business with Company C for many years and found it to be a trustworthy partner. We used it to deliver our furniture back in the years when we were doing a lot of residential work. Company C specializes in what is called blanket-wrapped shipping. The drivers came to our shop, wrapped our goods in moving blankets, drove the pieces to my clients around the country, and then unwrapped and installed them in the clients’ homes. The advantage to us was that we didn’t have to do any elaborate crating in the shop, and there was no pallet to unload and unpack at the client end. We saw the same drivers over and over again and got to know them well.

They generally owned their own trucks and got the trailers from Company C. They spent a lot of time on the road. The drivers would make circuits of the whole country which could take four to six weeks. They weren’t cheap, but they did care about what they were doing. My clients would give the drivers glowing reviews; I can’t recall a single complaint. The only downside of this model was that it was slow. Sometimes it took four weeks or more for our work to reach the West Coast. Since our final payment was tied to delivery, this could lead to cash flow problems. I don’t do much business with Company C any more, but that’s because we needed to move our tables faster and cheaper for commercial clients, and we developed a bullet proof packing method and now ship by common carrier, with our tables packed on a pallet. I would hire Company C again for the right type of job, but we aren’t doing much business with them right now.

I decided that I was not going to forward this e-mail to my contacts at Company C. It would have been easy to do, but I refrained. Company C is large and I have no idea whether the division I patronized was in charge of that truck. Also, I don’t like to play Big Brother to my own employees, so why should I involve myself with another company’s problems?

A more worrisome situation would be if it were my own company’s truck that had been spotted. We do have a truck, and it does go on trips, but they are almost never more than a single day. When we do send our guys overnight, we don’t pay them for every hour they are away from home. Yes, I cover the meals and hotel bills, but they aren’t on the clock the whole time. So how diligent should I be in supervising every minute they are away? There are reasons to object to porn shops, so I wouldn’t be thrilled to hear that my truck had been spotted at one, but there is other behavior that can cause a problem. Should I forbid my people from getting a beer or two with dinner?

Small-business owners can choose how militant they want to be regarding their employee’s behavior. Big business seems to be quite puritanical these days: drug tests, smoking bans, weight-loss programs — all of these make sense from a cost standpoint but they are also quite intrusive. With a smaller company, I don’t have either the desire or the resources to monitor my employees’ private lives. We do have policies about showing up at work drunk or high — I have only had to enforce them once, and in that case I didn’t hesitate to fire the offender on the spot. But should I concern myself with what they do on Friday and Saturday nights? Personally, I don’t believe it’s any of my business as long as everyone shows up ready to work Monday through Friday.

How about the rest of you? Do you have problems with your employees’ off-hour habits? What do you do about them?

Paul Downs founded Paul Downs Cabinetmakers in 1986. It is based outside of Philadelphia.

Article source: http://feeds.nytimes.com/click.phdo?i=38a76bfc51e0cbfe8b495e74c6898475