A bill that may become the strongest legislation in the nation to prevent health plans from dropping coverage to members who become ill passed the California Senate yesterday and may soon be headed for the governor's desk.
The bill, called AB 2, is expected to receive Assembly approval in the next few days.
If it is signed by Gov. Arnold Schwarzenegger, as its sponsors anticipate, the legislation would set up an independent board, managed by two state agencies, which would have to approve any health plan's cancellation of an enrollee's plan. Only when insurers prove the applicant intentionally misrepresented his or her health on the questionnaire would cancellation be approved.
If an insurer tried to cancel a policy without getting approval, the state Department of Managed Health Care and the Department of Insurance would impose administrative penalties.
"This legislation will ensure that health plans and insurers do not act as ‘judge and jury' whenever they want to rescind or cancel a policy," the bill's author, Assemblyman Hector De La Torre, said in a statement yesterday.
The California Association of Health Plans, which represents 39 health insurance companies, is strongly opposed to the bill not because of the requirement for panel review, but because of the difficulty in proving someone intentionally withheld health information in an attempt to deceive.
"It's hard to prove, because it's virtually impossible to prove what was in a person's mind or heart," Nicole Kasabian Evans, spokesperson for CAHP. "Setting the standard to be based on what information was known or available at the time a person applied for coverage is a more reasonable standard."
Charles Bacchi, the association's executive vice president of CAHP, says, "Unfortunately, there are some cases where enrollees are not accurately disclosing their health status and it drives up the cost of insurance for everybody else. It is important to note that health plans rarely rescind policies.
"Only one tenth of 1 percent—a tiny fraction—of individual policies are rescinded. However, with just 5 % of beneficiaries accounting for more than half of healthcare costs, it only takes a few people misrepresenting their health status to make everyone else have to pay more."
The bill would also standardize the set of health history questions all insurance plans doing business in California are allowed to ask and would require plans and insurers to complete medical underwriting prior to issuing a contract. That's because in many cases, applicants may not know or remember what is in their medical record with enough detail to be honest about it on the application.
Such cancellation practices have become increasingly common, with health insurers dumping their members on grounds that they were not forthcoming in their applications about previous health issues, regardless of whether they remembered them and regardless of whether they have any bearing on their current illnesses.
Unlike similar language in some of the national health reform bills that call for a guaranteed issue, which would not take effect until 2013, the California legislation would take effect in January 2011.
De La Torre of South Gate, who sponsored the bill with the California Medical Association, says studies of such rescission practices estimate that 1,000 people in the state now have their insurance policies cancelled by their health plans because of such practices. Under this new law, they would have no interruption in their care.
"For example, there was a gentleman in his 50s who forgot to mention on his application for health insurance that he had knee surgery when he was 18," De La Torre says. "They held him accountable and cancelled him after he got cancer, even though there was no connection between the surgery and the cancer."
"They were happy to take peoples' insurance premiums as long as they are healthy, but not after they got sick," De La Torre says.
He adds that Texas and Connecticut have new rules barring rescissions, but without the teeth of the independent agency that would be required to approve any insurance plan's petition to cancel a person's coverage.
"Insurance companies in California have a long track record of rescinding health coverage after people get sick," says Dev GnanaDev, MD, president of the CMA, which helped sponsor the AB 2. "The practice of rescission puts patients at risk, leading to increasing medical costs for the patient, doctor, and hospital, while the insurer makes a profit.
"Unfortunately, fines and lawsuits have not deterred such practices, and settlements amount to a slap on the wrist after the damage is already done. Assembly Bill 2 would protect patients when they need it most, making certain that health plans and insurers do not act as 'judge and jury,' whenever they want to rescind or cancel a policy."
Enactment of the bill into law is not a slam dunk, however. Gov. Schwarzenegger vetoed similar legislation last year. However, De La Torre says, after that veto, he and his staff worked with the governor's office to make certain changes in the bill that resolved Schwarzenegger's objections.
"We have to hold him to his word that was why he vetoed," De La Torre says. "Now he should not have any excuse for not signing this. And for all the health reform debate going on now about this same practice, people are all the more sure they want to protect those who have health insurance" from such arbitrary cancellations.
Current law prohibits insurers from post-claims underwriting, which includes rescinding, canceling, or limiting a plan contract due to the plan's failure to complete medical underwriting and resolve all reasonable questions arising from the application, De La Torre said in a statement.
"It is well publicized that health plans and insurers have paid large bonuses to their employees for rescission of policies, practice illegal rescission, and put patients in harms way by rescinding their health coverage when they need it most."
The state Department of Managed Health Care last year reached settlement agreements with some of the state's largest health plans who were accused of illegally cancelling the health policies of some 3,400 Californians after they became ill. The agency ordered the plans to restore coverage, and pay back all medical expenses the cancelled policyholders incurred in their efforts to receive treatment.
Consumer Watchdog, a Santa Monica-based advocacy group, has collected numerous stories of patients whose policies were cancelled, such as the case of Selah Shaeffer, age 4. Blue Cross allegedly cancelled her parents' Blue Cross policy saying they had intentionally withheld information about her jaw tumor on their application. "However, the family doctor did not diagnose the tumor until months after the policy had taken effect," the advocacy group said.
Another is the story of Ana Maria Simoes, who needed gall bladder surgery. Blue Shield said her husband failed to disclose his own high cholesterol on their policy, and denied her gall bladder coverage on those grounds, even though her husband, a Portuguese immigrant with limited English skills, did not know he had high cholesterol at the time. "His doctor simply told him that he was prescribing Lipitor because men his age often needed it."
"Without AB 2, insurers will continue to rescind coverage even if patients honestly filled out their applications for coverage," says Consumer Watchdog spokesman Jerry Flanigan.
Studies show that up to 60% of new nurse graduates leave their first job within their first year, and many hospitals are focusing on ways to help new nurses through the difficult transition from nursing school to novice nurse to competent, confident practitioner.
Rapid City (SD) Regional Hospital is one such facility looking to help its new grads succeed and remain with the organization. The hospital hires an average of 100 nurse graduates every year, but within two years, 25% of those nurses are no longer with the facility. With the help of a recent grant from the Robert Wood Johnson Foundation, Regional Hospital has launched a two-part program to provide guidance to the new nurses.
The first part of the program is a pilot involving the two university nursing schools. The schools will each pick one class of eight students to participate in a program where they will have extra opportunities to practice clinical skills. The students will work with nurses at Regional Hospital; two students will be paired with a nurse and faculty members will oversee the process.
This part of the program is designed to give students more time with nurses to practice clinical skills, which it is hoped will help them gain confidence and have a more positive first year when they eventually start work as a nurse.
The second part of the program is a new, year-long residency program for each newly-hired nurse. New nurses will be paired with a mentor, who will be someone other than their supervisor or preceptor.
Skilled nursing facilities (SNF) should always have a comprehensive and up-to-date disaster plan in place and, with hurricane season in full swing and winter just around the corner, now is a good time for facilities to revisit their plans and ensure staff members are prepared for all potential emergency situations.
The federal regulations for disaster planning in SNFs require facilities to "have detailed written plans and procedures to meet all potential emergencies and disasters," and "train employees in emergency procedures when they begin work in the facility, periodically review the procedures with current staff, and carry out unannounced staff drills using those procedures."
Although facilities must also meet state requirements and those related specifically to fire safety, known as the National Fire Protection Association's Life Safety Code ®, the federal regulations for disaster planning and training in SNFs are somewhat vague, leaving the details of what should be included in disaster plans up to individual facilities.
"Disaster plans are made up of many components and it is easy for a facility to forget something important, especially if they have never been through a disaster before," says Deborah Franklin, director of operations at Florida Living Options in Dover, FL, and president of the Florida Health Care Association (FHCA).
Some important components facilities should include in their disaster plans are as follows:
Evacuation provisions
Sheltering-in-place provisions
Special needs of residents
Staff training and adequate staffing
Although having a comprehensive disaster plan is essential to surviving emergency situations, facility staff members must be able to think on their feet and find solutions to any unexpected problems that arise. A big challenge to disaster planning is that all disasters are different and, in recent years, there have seen a variety of disasters and emergencies that are out of the norm, such as severe hurricanes that destroyed inland buildings, rampant fires in California, and nursing home shootings.
"Many people have to change their mindset and realize that there are no such things as safety zones," Franklin says. "We must have extensive plans and procedures in place and prepare for every possible disaster. It's better to be prepared for the worst and never have to use those plans, than be faced with a disaster and be unprepared."
After a month of angry town hall meetings and dire predictions about the state of healthcare reform, President Obama moved forcefully to take the initiative on the debate during a nationally televised speech to a joint session of Congress. Obama had two overriding objectives for his speech, according to the Washington Post: First was to reassure and ultimately rally a skeptical public to get behind the drive for comprehensive healthcare reform, and second was to appease independents worried that his agenda threatens a fiscal disaster for the country.
President Obama confronted a critical Congress and a skeptical nation on healthcare during a speech, decrying the "scare tactics" of his opponents and presenting his most forceful case yet for a sweeping healthcare overhaul. Obama vowed that he would "not waste time" with those who have made a political calculation to oppose him, but left the door open to working with Republicans to cut health costs and expand coverage to millions of Americans, according to the New York Times.
In a prime-time address to a joint session of Congress, President Obama added just a few new twists to the broad principles he laid out for healthcare reform last winter. In each case he borrowed from the ideas of others, including his former Republican presidential rival, in a bid to build support for passage this fall. The president put a $900 billion, 10-year cost limit on a package that officials formerly described as likely to exceed $1 trillion. The number probably means that Obama could fall short of his goal of providing universal coverage for all Americans because the lower cost may force lawmakers to reduce the subsidies needed to help more uninsured individuals and small businesses seeking coverage for employees, according to the New York Times.
The fight for hospital space in Northern Virginia between Inova Health System and Hospital Corporation of America took another unusual turn when Inova accused its competitor of trying to strategically "tie up" bed space with its latest application to build in Loudoun County. Last month, HCA officials announced plans to build Loudoun's second hospital, a 164-bed facility. In a letter to the state health commissioner, Inova officials said they have "grave concerns that HCA is merely trying to take the path of least resistance in the short term, and that HCA will use the relocation to Route 50 as a place holder until HCA decides at some point in the future where to deploy the beds."
Each of the nation's 5,700 hospitals must cut $2.6 million a year on average in costs in the next 10 years to meet the demands of President Obama's proposed healthcare reform, a daunting task when half of those hospitals lose money. Criticism came from almost every corner leading up to Obama's speech before Congress, yet many hospital CEOs say that the hospitals they run are rife with inefficiency and that they are optimistic that the $155 billion in savings is doable with the help of business disciplines.
Connecticut-based Middlesex Hospital has launched a new online "waiting time clock" for its three facilities in Middletown, Marlborough, and Essex, allowing patients to see which one has the longest "door-to-doctor" wait and then drive to the medical center that promises the quickest response. The new service is based on a similar service at a New Orleans hospital with six emergency room locations. Studies there showed that patients frequently would change their destination to an emergency room with the shortest waits.
MetroSouth Medical Center in Blue Island, IL, confirmed that it plans to lay off 120 employees, citing the recession and its impact on hospital admissions. "It's a direct result of a decrease in our inpatient activity, which is similar to that of other area hospitals," MetroSouth chief executive Arnold Kimmel told the Chicago Tribune. "Likewise, the layoff is similar to what other service organizations are going through particularly in this very difficult economy."