
From Slate's Daily Dose of Doonesbury (click on image to enlarge)
As an aside, the DMCB notes Healthways has also brought in a new chief operating officer. Is that an indication that management or the Board of Directors is happy with the course of the company?
While it agrees with most of the points above, the DMCB also thinks companies like Healthways may be struggling because they haven’t adjusted their business model to being better, faster, cheaper or complementing the medical home, helping patients navigate increasingly complicated insurance benefits (like CDHPs), tackling pharmacy issues, integrating their information systems with electronic health records and being fully transparent about showing what works and what doesn’t work.
The DMCB disagrees, however with the notion that Health Plans have a ready ability to bring disease management (DM) in house:
First off, the number of telephonic health coaches (usually nurses) and accompanying IT support represents a considerable expense. Outside full service DM companies can scale DM far more efficiently. If DM can cut their costs and lower their prices – which they’ve resisted to date – health plans will find outsourcing to be the better alternative. The likelihood of this will grow with increasing regulation of insurers' administrative expenses.
Secondly, health plans are first and foremost insurance companies. In most managed care organizations, clinical programs like ‘disease management’ hold a second fiddle to core activities such as building surplus, meeting State regulatory requirements, underwriting, managing claims and managing the ‘float.’ Leaders in health insurance have little loyalty to programs that many feel should be borne by the health care system and are outside their management comfort zone.
And this will get worse. Because of the advent of health savings accounts, insurers like Wellpoint want to also be banks. According to Federal Reserve and FDIC, a mix of insurance and banking with clinical services are permissible just so long as ‘subsidiary’ companies (like HMC, wholly owned by Wellpoint) don’t pose a substantial risk to their parent companies. Increasing expense or distraction from managing these subsidiary functions over the long run may well prompt insurer/bankers/financiers to spin this off or return to outsourcing it.
Ultimately, the DMCB thinks insourcing and outsourcing DM will continue in faddish waves. Right now, Plans seem to be more interested in insourcing. There is no guarantee that will continue, especially if the DM industry can adapt to these changing times and respond with a more efficient modern approach to chronic care for populations at a more attractive price point.