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Saturday, August 11, 2018

Catholic Health-Dignity merger OK may hinge on religious rules for care


Catholic religious rules could pose serious obstacles to the pending merger between Catholic Health Initiatives and Dignity Health, a deal that would create the nation’s largest not-for-profit hospital company by revenue.
Those rules, the Ethical and Religious Directives for Catholic Health Care Services, substantially shaped the way the deal, initially announced in 2016, was structured. The reason is that 15 of Dignity’s 39 hospitals are historically non-Catholic and provide services that are prohibited under Catholic doctrine, forcing the dealmakers to craft a merger model that worked around the directives.
In June, the U.S. Conference of Catholic Bishops approved a new edition of the rules governing collaborations between Catholic and non-Catholic organizations. Those could further raise the bar for winning the Vatican’s blessing of the merger. The new rules also could make it harder for the deal to gain approval from the California attorney general’s office, which has regulatory authority over the 31 hospitals Dignity operates in California.
Under the merger’s complicated structure, all but one of Dignity’s non-Catholic hospitals, including seven in California, would be placed in a separate Colorado-based not-for-profit corporation and allowed to continue performing medical services such as post-delivery tubal ligations that are deemed immoral by the church and that violate the directives.
But if church authorities later found this arrangement unethical, some or all of the non-Catholic hospitals could be severed from the combined CHI-Dignity system, which has yet to be named.
The revised directives state that in any type of collaboration, everything the Catholic organization controls by acquisition, governance or management “must be operated in full accord with the moral teaching of the Catholic Church.” Additional language bars establishing an independent entity to “oversee, manage, or perform immoral procedures.”
While the archbishops of Denver and San Francisco, where CHI and Dignity, respectively, are headquartered, have signed off on the so-called ministry alignment agreement, it still awaits Vatican approval. Both the timetable and outcome of the Rome decision process are uncertain, experts say, leaving a cloud over the plan to create a combined system with 139 hospitals in 28 states with total annual revenue of nearly $30 billion.
Adding to the uncertainty about the Vatican’s decision is that the merger proposal received an unfavorable moral analysis last summer from a prominent Catholic bioethicist. CHI and Dignity then sought additional moral analyses from three other ethicists, who gave favorable opinions.
“I know a lot of people think it’s already an accomplished arrangement, but Rome is reviewing it and the merger may not go through,” said John Haas, president of the National Catholic Bioethics Center, who issued the negative moral evaluation of the deal.
Meanwhile, advocacy groups in California are asking state Attorney General Xavier Becerra, who has the authority to modify or block the merger, to take a close look at how the deal could affect reproductive, gender transition and charity care at Dignity’s hospitals. At deadline, Becerra’s office was expected to release a health impact statement Aug. 10 about the merger. It then will hold public hearings in 17 California counties served by those hospitals, starting Aug. 23 in San Francisco.
“How hospitals interpret the Ethical and Religious Directives varies, and we want to make sure whatever services are available now continue to be available,” said Susan Berke Fogel, director of reproductive health at the National Health Law Program.
Despite those concerns, dozens of state and local elected officials, healthcare executives and not-for-profit group leaders in California have sent Becerra letters endorsing the merger, upping political pressure to approve it. CHI and Dignity initially asked for a waiver from the AG’s review process, then withdrew that request after some groups protested.
The central role of the Catholic religious rules in the CHI-Dignity merger highlights the challenges and controversy that Catholic and secular organizations face as they increasingly partner to gain scale and survive in the tough new healthcare landscape. They are under political and legal pressure to offer a full range of services unconstrained by strictures against care the Catholic Church considers immoral—even as church leaders step up their religious scrutiny of partnership arrangements.
Catholic hospitals operated by Dignity and other systems have faced lawsuits over their refusal to provide medical services such as postpartum tubal ligations, abortion in cases of ectopic pregnancies and risky miscarriages, and gender transition care.
CHI, Dignity, and the attorney general offices in California and Colorado all declined interview requests.
In a written statement, Dignity said the merger model is “consistent with Church teaching and the new Ethical and Religious Directives, allowing our Catholic hospitals to remain Catholic and our other-than-Catholic hospitals to retain their identity and continue providing the same services in their communities.” Dignity added that the model “will help our new organization continue to grow and adapt to the changing health needs of our communities.”
CHI said in a written statement that it “does not expect the revisions (to the Ethical and Religious Directives) to impact our combination with Dignity Health.”
A spokesman for the Archdiocese of Denver said “we are still waiting to hear back from the Vatican and we don’t have any timeline on when they will finish their review.”
The merger agreement states that CHI or Dignity may terminate the agreement if it hasn’t closed by 
Dec. 5, a year after it was signed.
Haas said there is precedent for the Vatican to order the reworking of a merger between a Catholic and a secular healthcare organization, based on the directives, well after the deal was approved by the local bishop and finalized. “You can’t presume on Rome’s judgment,” he cautioned.
Under the merger agreement, Dignity’s non-Catholic hospitals would be placed in a separate not-for-profit corporation called Integrated Healthcare Operations. The new system’s executives would manage the IHO division, while “oversight committees” at each hospital would monitor the services barred by Catholic doctrine. Those committees, which could not restrict or alter the services, would arrange for any net profits from those services to be donated to local charities.
The agreement includes a “separation procedure” under which the system could eject one or more of the non-Catholic hospitals if Catholic authorities later determined that the arrangement violated religious rules against cooperating with immoral medical services. The system would help the withdrawing hospitals spin off independently or join another hospital system, extending support for up to three years.
Since 1993, Dignity’s non-Catholic hospitals, which had joined Dignity’s predecessor system, Catholic Healthcare West, have operated under a “statement of common values,” while Dignity’s historically Catholic hospitals operate under the more restrictive Ethical and Religious Directives.
The statement of common values was negotiated by Catholic health system leaders and community representatives to allow the non-Catholic hospitals to continue providing reproductive healthcare services forbidden by Catholic doctrine, such as post-delivery tubal ligations, vasectomies and contraception. The non-Catholic hospitals are not allowed, however, to perform abortions or in-vitro fertilization or participate in California’s physician aid-in-dying law.
The bifurcated religious rules would continue under the merger. That’s despite the new section of the Ethical and Religious Directives strengthening language requiring local bishops to assess whether partnerships with non-Catholic organizations involve improper “cooperation in actions that are intrinsically immoral,” including “direct sterilization.”
Indeed, the bishops originally ordered the revisions in response to church concerns about Catholic Healthcare West’s arrangement allowing tubal ligations and other prohibited services at the non-Catholic hospitals that now are part of Dignity, according to Bishop Robert McManus of Worcester, Mass., who chairs the bishops’ subcommittee that crafted the new directives. “I don’t see (the merger) as changing anything,” said the Rev. Charles Bouchard, senior director of ethics at the Catholic Health Association. “They will be operating in the same way, and they won’t be doing fewer services than they are now.”
Still, Bouchard acknowledged it’s possible that Dignity’s non-Catholic hospitals could be ejected from the new system “if anyone discovers illicit cooperation” with immoral actions and that’s brought to the attention of the bishops.
One provision in the revised directives that could raise such objections to the merger is the directive barring establishment of “another entity that would oversee, manage, or perform immoral procedures.”
Haas questioned whether establishing the separate IHO corporation within the new system to house non-Catholic hospitals that provide the proscribed procedures would comply with that directive. “Some would say this could work, but there are differing opinions on that,” he said.
Advocacy groups skeptical about the merger are particularly worried about Section 10.7, the merger agreement’s separation procedure. They warn it could let the new system renege on its commitment to maintain current reproductive services, either by forcing non-Catholic hospitals to halt them or ejecting them from the system. If they are pushed out, that could jeopardize their survival and hurt healthcare access in those communities.

DIGNITY’S NON-CATHOLIC HOSPITALS
    • Arizona General Hospital, Laveen
    • Arroyo Grande (Calif.) Community Hospital*
    • California Hospital Medical Center, Los Angeles
    • Chandler (Ariz.) Regional Medical Center
    • Community Hospital of San Bernardino (Calif.)
    • French Hospital Medical Center, San Luis Obispo, Calif.
    • Glendale (Calif.) Memorial Hospital and Health Center
    • Mark Twain Medical Center, San Andreas, Calif.
    • Memorial Hospital-Bakersfield (Calif.)
    • Methodist Hospital of Sacramento (Calif.)
    • Northridge (Calif.) Hospital Medical Center
    • Sequoia Hospital, Redwood City, Calif.
    • Sierra Nevada Memorial Hospital, Grass Valley, Calif.
    • St. Francis Memorial Hospital, San Francisco
    • Woodland (Calif.) Memorial Hospital
    • *Arroyo Grande would not be placed in the separate corporation for non-Catholic hospitals operating under more permissive religious rules but would continue to operate under those rules.
Source: Dignity Health
The National Health Law Program, the American Civil Liberties Union of Southern California and two other advocacy groups recently sent a letter to Becerra’s office asking for a thorough assessment of the current level of reproductive care and services for LGBTQ patients provided by Dignity’s non-Catholic hospitals. The letter listed 13 reproductive services that should be studied in order to ensure there is no reduction in these services following the merger.
The advocacy groups’ concerns grow out of their experience handling patient complaints about alleged care denials. The ACLU has lawsuits pending against Dignity alleging that one of its Catholic hospitals improperly denied a post-caesarean tubal ligation to a female patient and another denied a hysterectomy to a transgender patient.
Ruth Drake, a staff attorney with the ACLU of Southern California, said that while Dignity’s Catholic hospitals have more restrictive care rules, problems also occur at its non-Catholic hospitals, which operate under the more permissive statement of common values.
She said physicians sometimes are confused by what’s allowed and what’s not allowed under the statement of common values. For instance, they may not know whether they can end a medically risky pregnancy, given that the statement of common values forbids “direct abortion,” which is not a medical term.
As a result, clinicians may hold back on providing services in gray areas to protect their hospital privileges. Meanwhile, patients may not understand that care decisions are being driven by religious rather than medical protocols, said Dr. Pratima Gupta, an OB-GYN in San Francisco who has had patients come to her after encountering problems in receiving needed care at Catholic hospitals.
“There’s a big problem with the interpretation and application of both the (Ethical and Religious Directives) and the statement of common values,” Drake said.
The Catholic Health Association’s Bouchard acknowledged there also is confusion within Catholic systems about gender transition care, though that’s not explicitly discussed in either the directives or the statement of common values. “Many of our physicians accept that gender dysphoria can be treated medically, while others aren’t sure,” he said. “There’s no official church teaching on that now.”
Despite the tough issues raised by the Catholic care rules, many observers think Dignity’s long track record of walking the line between religious and secular concerns will sway the California attorney general and other state regulators on the merger, though perhaps with some conditions attached. But tensions could mount if church authorities take a more restrictive view than they have in the past on the types of care allowed in collaborative arrangements with non-Catholic providers.
“Catholic institutions have found a way to be successful while following the directives and the authority of the bishops,” said Joseph Lupica, chairman of Newpoint Healthcare Advisors, who does merger work. “The question is whether patterns already established will be disrupted by a more conservative approach on the Ethical and Religious Directives.”

Ample Partners For Rite Aid After End To Albertsons Deal


The decision to terminate Rite Aid’s merger with the grocery giant Albertsons leaves the pharmacy chain with an uncertain future as a standalone company, setting up an opportunity to execute new partnerships.
Mounting opposition from Rite Aid shareholders derailed the deal in part because they thought assets like Rite Aid’s pharmacy benefit management (PBM) company were undervalued. Many Rite Aid shareholders also thought the sale to Albertsons was more about enabling the grocer’s largest investors like the private equity firm Cerberus to cash out rather than land other opportunities for the drugstore chain, its PBM and retail clinics.
The Rite Aid merger with Albertsons was seen as a way to gain scale as Walgreens Boots Alliance grows thanks to its purchase of Rite Aid pharmacies last year and the completion later this year of CVS Health’s purchase of Aetna, the nation’s third-largest health insurer. Meanwhile, online retailer Amazon threatens to take away business from Rite Aid, Walgreens and CVS Health from its newly purchased online pharmacy and Walmart is talking about a partnership with Humana, another large health insurer.
“Rite Aid faces significant risks as a standalone company,” the proxy advisor Institutional Shareholder Services said last week in recommending stockholders vote against the Albertsons merger. “However, the company also appears to have reasonable prospects as a standalone business now that management no longer has to focus on the Walgreens Boots Alliance transaction and can instead allocate resources and attention to driving operational improvements.”
To be sure, Rite Aid completed the transfer of more than 1,900 stores to Walgreens and has used the money to pay down debt in what some analysts see as a way to be more nimble in a competitive environment. This could help Rite Aid attract partnerships with health insurance companies looking to partner with multiple pharmacy chains and medical care providers. The good news for Rite Aid is that some health insurers like Humana are talking to more than one pharmacy chain and there are new markets to grow Rite Aid’s EnvisionRx PBM.
“Rite Aid benefits from close relationships with end customers, which Fitch believes is a critical structural advantage for drug retailers, and some business diversification through EnvisionRx,” Fitch Ratings said in a new report published Thursday.
Humana last week said its new partnership to develop clinics inside Walgreens Boots Alliance drugstores won’t prevent the insurer from expanding a relationship with Walmart, which owns hundreds of retail clinics and pharmacies across the country. Though Humana has express no interest in a partnership with Rite Aid, it shows insurers willing to form a variety of exclusive provider networks.
There are ample regional health insurance companies such as Blue Cross and Blue Shield plans for the pharmacy chain to negotiate deals with to grow its services. In California and Pennsylvania where there are more than 500 Rite Aids in each state, Blue Cross insurers are dominant providers of health insurance and tend to favor local partnerships.
Rite Aid investors who opposed the Albertsons merger see myriad partnership opportunities on the regional level, especially given Aetna’s sale to CVS, which operates the Caremark PBM, and Cigna’s acquisition of the larger PBM, Express Scripts.
“Many smaller insurers are being left behind with the big insurer/PBM tie up,” says Chris Komatinsky, an individual shareholder from Los Angeles who says he and his family own about 1.5 million Rite Aid shares. “Maybe they can form a consortium that use EnvisionRx PBM.”
Meanwhile, Rite Aid’s PBM may have a unique opportunity to bid on divested Medicare Part D drug plans that may have to be unloaded in order for CVS to complete is acquisition of Aetna. CVS executives hinted on their earnings call earlier this week that some Medicare Part D drug plans operated by Aetna and CVS may have to be divested to satisfy federal antitrust regulators at the U.S. Justice Department.
Medicare Part D is considered a growth business for Rite Aid and executives earlier this year described EnvisionRx as Rite Aid’s “crown jewel.” Already, Rite Aid had enrolled more than 540,000 Medicare Part D customers as of May and the company says it’s confident it will meet its goal to enroll 600,000 for calendar 2018.
“The company’s drug retail business, representing around two-thirds of total EBITDA following the sale of stores to Walgreens Boots Alliance is expected to continue losing share, although the company’s EnvisionRx PBM (representing Rite Aid’s remaining EBITDA) could grow modestly over time,” Fitch said of the PBM Rite Aid acquired three years ago. “Following the completion of store divestitures to Walgreens, Fitch estimates EnvisionRx will generate approximately one-third of total EBITDA. The acquisition of EnvisionRx allowed Rite Aid to expand its distribution channels by getting a foothold in the relatively faster growing specialty pharmaceuticals business and provide exposure to the mail-order channel.”

Rescuing antibiotics’ effectiveness in face of drug-resistant bacteria


Bacteria — especially Gram-negative strains — are becoming increasingly resistant to current antibiotic drugs, and the development of new classes of antibiotics has slowed. Faced with these challenges, investigators are studying the potential of combination therapy, in which two or more drugs are used together to increase or restore the efficacy of both drugs against a resistant bacterial pathogen. Now new research indicates that such synergy may work even when bacteria become resistant to colistin, which is considered a treatment agent of last resort.
The findings are especially promising because recent evidence indicates the potential for rapid worldwide spread of colistin resistance. “For an infected patient, if the multidrug-resistant Gram-negative bacterial pathogen is resistant to colistin, then there is a big problem,” said senior author James Kirby, MD, Director of the Clinical Microbiology Laboratory at BIDMC.
In their Antimicrobial Agents and Chemotherapy study, Kirby and his colleagues Thea Brennan-Krohn, MD and Alejandro Pironti, PhD screened 19 different antibiotics for synergy with colistin. The team discovered several combinations where synergy was present and infections with resistant pathogens could potentially be treated with the combination therapy.
Of particular interest, colistin demonstrated high rates of synergy with linezolid, fusidic acid, and clindamycin, which are protein synthesis inhibitor antibiotics that individually have no activity against Gram-negative bacteria. “It was remarkable to see two drugs, each of which is inactive on its own against these bacteria, inhibiting them in combination,” notes Brennan-Krohn. “These findings suggest that colistin retains sub-lethal activity against colistin-resistant bacteria, which may enable drugs like linezolid to reach their targets.”
“Faced with highly resistant pathogens, clinicians often currently treat with multiple antibiotics without knowing the benefit the combinations may provide,” said Kirby. “This study now provides some scientific underpinning for these choices and direction for future investigation.” He added that combination therapy may also allow clinicians to use lower effective doses of colistin and other drugs, which would help avoid toxicities associated with the medications as well as slow the development of antibiotic resistance.
This work was funded in part with Federal funds from the National Institute of Allergy and Infectious Diseases, the National Institutes of Health, and the Department of Health and Human Services.
Story Source:
Materials provided by Beth Israel Deaconess Medical CenterNote: Content may be edited for style and length.

Cipla unit secures marketing rights for cancer drug in US


Drug major Cipla today said its subsidiary has secured rights from Hyderabad-based MSN Laboratories to market and distribute colon cancer treatment drug Capecitabine in the US market.
Cipla USA, Inc, a subsidiary of the company will be marketing the drug in strengths of 150 and 500 mg tablets.
The company`s product is generic equivalent of Genentech`s Xeloda.
Capecitabine tablets are indicated in patients with colon cancer and for the treatment of patients with metastatic breast cancer after failure of prior anthracycline-containing chemotherapy.
As per IQVIA (IMS Health) dat, Xeloda and its generic equivalents had sales of around USD 178 million in the US for 12-month period ending June 2018.

UK suspends review of Vertex cystic fibrosis med


The U.K.`s National Institute for Health and Care Excellence has suspended its review of Vertex`s Symkevi (marketed as Symdeko in the U.S.) for treating cystic fibrosis patients who are homozygous for the F508del mutation, after the biotech did not provide evidence for NICE`s appraisal.
NICE, a governmental agency tasked with assessing the cost-effectiveness of new drugs, has therefore decided against reviewing Symkevi at a committee meeting scheduled for Nov. 8. The agency said it will provide updates on the drug`s appraisal “as soon as possible.”
Symkevi received a positive opinion from the European Medicines Agency`s Committee for Medicinal Products for Human Use in July.

U.K. regulators and Vertex have been sparring over the price of the company`s cystic fibrosis drugs. In the latest twist, NICE stated in an update on its review of Symkevi (tezacaftor and ivacaftor) that Vertex “has not provided an evidence submission for this appraisal. Therefore, we are suspending the appraisal whilst we consider the next steps.”
Vertex hasn`t confirmed whether it failed to provide the evidence submission, but the biotech has placed the blame firmly back onto NICE and its technology appraisal process.
“We support the need for robust and fair medicines appraisal in England, but believe that NICE`s single technology appraisal has not kept pace with changes in medicine and has significant limitations in how it captures and values the full benefits of precision medicines such as tezacaftor/ivacaftor,” a Vertex spokesperson wrote in an email to BioPharma Dive.
“We would be happy to re-engage with NICE in the context of an appropriate appraisal process, which takes into account the benefits our cystic fibrosis medicines provide to people with this devastating disease,” the spokesperson added.
Vertex also told BioPharma Dive that company CEO Jeffrey Leiden reached out to the head of the U.K.`s National Health Service, Simon Stevens, and the Secretary of State for Health and Social Care, Matt Hancock “weeks ago,” but has heard nothing back.
The review suspension indicates Vertex`s spat with the U.K. government is far from resolved. Since NICE decided not to recommend Vertex`s Orkambi (lumacaftor and ivacaftor) in July 2016, the company has been in discussion with NHS officials to work out a pricing scheme for Orkambi, Symkevi and Kalydeco (ivacaftor).
Yet, following a lack of agreement between the NHS and Vertex and combative statements from both sides, Leiden contacted May directly in July 2018 to request her urgent intervention.
A NICE spokesperson said the agency is “ready to work with Vertex on both a review of our guidance on Orkambi, when the company is able to offer a price that reflects its value to patients and the NHS, and to start the evaluation of Symkevi.”

Cigna Deal Scores Against Icahn


Carl Icahn‘s effort to find enough allies to block Cigna Corp.’s $54 billion proposed purchase of pharmacy-benefit manager Express Scripts Holding Co. just got a little harder.
Institutional Shareholder Services, one of two major proxy-advisory firms, is recommending shareholders of the health insurer and Express Scripts support the deal in a vote later this month, according to reports ISS clients received Friday that were viewed by The Wall Street Journal.
The news sent shares of Express Scripts up 3.8% to $84.90 Friday morning, as the odds the takeover will be completed appeared to improve. The stock still trades well below the price of about $96 a share in cash and stock Cigna in March agreed to pay for Express Scripts. Cigna shares were little changed.
While acknowledging Mr. Icahn’s concern that the deal brings Cigna deeper into the rapidly evolving prescription-drug industry, walking away from it “could leave the company exposed to the legitimate long-term threat of rising healthcare costs,” ISS said.
ISS concluded the deal’s potential benefits, including increased scale and earnings, outweigh the concerns raised by Mr. Icahn.
The billionaire activist investor, who owns a 0.56% stake in Cigna, has been urging other shareholders to reject the deal, which he calls a “$60 billion folly.” He doesn’t think Cigna should spend that much money on Express Scripts, a pharmacy-benefit manager that could see its business model change under a Trump administration proposal to lower drug prices. He is also concerned about the changing pharmacy-industry landscape, especially as Amazon.com Inc. expands its presence.
Cigna has said Mr. Icahn doesn’t understand the dynamics of health care and appears to be betting against the deal for a profit. Hedge fund Glenview Capital Management LLC, which has a $1.3 billion stake split between Cigna and Express Scripts, on Thursday publicly urged other Cigna shareholders to support the deal. Glenview said it will save the companies’ customers “billions of incremental dollars annually.”
Proxy-advisory firms’ opinions hold significant sway with shareholders. The firms rarely recommend their clients, which include major institutional investors, vote against proposed mergers.
Both ISS and Glass Lewis recently recommended shareholders reject Rite Aid Corp.’s proposed merger with grocer Albertsons Cos. and the two companies called off the deal the evening before a scheduled shareholder vote.
Cigna and Express Scripts shareholders are set to vote on the deal Aug. 24. It requires signoff from a majority of the outstanding shares of each company.

5 takeaways from health insurer Q2 earnings reports


Second-quarter numbers for payers showed a steady engine that has withstood the strain of the past two years, most notably (the failed) Republican efforts to tear up the Affordable Care Act and other big moves from the Trump administration.
Insurers appear to have found stability and responded by expanding offerings, pulling back on others, moving into new subsectors and partnering with or gobbling up other companies.
Payer underwriting margins were strong overall with no apparent ramp up in underlying medical consumption, David Windley, managing director for healthcare equity research at Jefferies in Nashville, told Healthcare Dive.
“2Q is a critical quarter for (managed care organizations) because it is the point at which management has seen enough actual data on claims payments to assess product pricing and any unusual trends,” he said.
Here are five trends and highlights from payers’ earnings reports in the past few weeks.

1. Payers love Medicare Advantage

Payers remain bullish on Medicare Advantage. Not only are traditionally strong MA payers growing their offerings, but more minor players are also expanding in the market.
UnitedHealth Group and Humana continue to have the two largest MA member populations. UnitedHealth’s MA population increased 10.4% year-over-year after picking up 450,000 new members. UnitedHealth views MA as a significant growth area and company officials said its long-term group rate is about 8%.
Meanwhile, MA drove Humana’s second-quarter earnings, which included a 5% increase in quarterly consolidated revenues. In a move to boost its MA plans, Humana recently purchased a 40% share of Kindred at Home with the right to buy the remaining interest over time. The payer expects that adding Kindred will help with end-of-life costs.
Another insurer growing its MA footprint is WellCare Health Plans. Medicare premium revenue grew more than 17% for WellCare, which offers managed Medicaid, Medicare and Medicare pharmacy drug plans.
The company said the increase was related to buying Universal Americanand organic growth. The Tampa-based payer ended the quarter at about 510,000 Medicare members, which was a 5% increase year-over-year.
WellCare’s pending acquisition of Meridian Health Plan for $2.5 billion is also expected to grow membership in Illinois and Michigan, as well as pick up MeridianRX, its pharmacy benefit manager business. “It will position us for future growth opportunities in government-sponsored programs, and we expect the transaction to be accretive,” Kenneth Burdick, WellCare’s CEO, said during the company’s Q2 call.
Anthem also spoke positively about its MA business, reporting a 14% operating revenue increase in its government business for the quarter. That was thanks to purchasing Health Sun and America’s 1st Choice as well as growing its Medicare membership organically.
Medicare enrollment grew by 254,000 year-over-year and membership in Medicare Advantage Part D plans skyrocketed by 37%. Anthem finished the quarter with 933,000 Medicare Advantage Part D members.
Anthem CEO Gail Boudreaux said the company plans to build its membership further by increasing its county footprint while finding organic growth where it already operates. She added that the Blues payer has found that members in their commercial plans want to transition to its MA plans once they reach retirement age.
“We have a strong pipeline of commercial customers who want to stay Blue,” Boudreaux said.

2. The individual market isn’t so bad after all

The days of widespread double-digit premium increases and payers fleeing the ACA exchanges appear to be over — or at least on hold.
During second-quarter earnings calls, multiple payers spoke of the ACA exchanges positively. Centene, which expanded its ACA footprint to 16 states this year, pointed to the exchanges as a major reason for its quarterly revenue growth. The payer, which has a large managed Medicaid population, has found success in ACA plans.
Centene is also looking to add new states next and grow further in the states where it’s already located.
Another payer that focuses on at-risk populations traditionally, Molina Healthcare, said it has seen better-than-expected ACA plan membership and risk-adjusted revenue.
Molina CEO Joseph Zubretsky said the risk profile of its reduced membership is also better. Last year, Molina pulled out of Wisconsin and Utah. Now, the payer is contemplating a return to those states and expanding to North Carolina.
“The issues we had in Utah and Wisconsin were mostly related to a network that was too wide and too highly priced. And the team is working at developing a network that will support the prices that we file … We’re going to watch every bit of data emerge on 2018 to make sure we have this right and then we’ll make the call at that point,” Zubretsky said during the call.
Even Anthem, which pulled back on the ACA exchanges along with other big-name payers last year, is looking at potential minor county expansions for 2019. Boudreaux said the insurer isn’t considering significant expansion, but it may move to abutting counties while focusing on areas with current Anthem individual plans.
“I think you’ll see some county expansions, but I think more focused on the areas that we’ve been this year, so not a major rescaling, but we are pleased with the performance. And again, it is all about stability and more certainty around that marketplace. But again, this year was solid,” she said.
Despite the better-than-anticipated ACA numbers, not all payers are interested in returning to the exchanges. UnitedHealth Group ended the quarter with 60,000 fewer individual plan members than a year ago.
UnitedHealth Group CEO David Wichmann said the nation’s largest private payer, which has 480,000 individual plan members, will continue a “modest presence” in that market. “Nothing has fundamentally changed since we made our decision,” he said about the exchanges. “It was the right decision for us.”

3. Commercial market results fell for some big players

Multiple payers have seen a drop in their commercial membership over the past year. UnitedHealth Group, Anthem, Humana and Aetna all reported decreases.
UnitedHealth Group said more commercial plans are moving to risk-based contracting.
The payer’s risk-based offerings increased by 50,000 members, while fee-based products decreased by 60,000. That’s part of a trend that Wichmann predicted during the first-quarter call in April. Wichmann said half of Americans will get care from a physician with a value-based contract within a decade.
Meanwhile, two payers, Humana and Aetna, reported that what companies want from payers is changing, especially small businesses. They’re seeing small group companies moving to contracts to perform administrative duties only.
Humana’s administrative services only plans increased by 3% to 458,800 members. The payer said small group membership made up just 7% of group ASO membership a year ago and 12% at the end of 2017. It was 18% at the end of the second quarter.
Humana’s commercial membership dropped 5% to slightly more than 1 million members as it lost large group accounts in self-funded accounts, but more ASO plans partially offset the loss.
Not all payers are seeing commercial plan decreases. Cigna picked up 329,000 customers year-over-year and ended the quarter with 16.2 million enrollees. “All the indicators we’re seeing … continue to reinforce [that] we see a very attractive growth outlook in the commercial space in 2019,” Cigna CEO David Cordani said.
Cigna has focused more on commercial plans after CMS temporarily suspended the payer from offering MA plans. Cigna got the OK to sell those plans again last summer.

4. Payers are looking at public plan opportunities

While payers are seeing sagging commercial plan membership, they’re finding growth potential in managed Medicaid.
Centene recently purchased Fidelis Care for $3.75 billion, which gives the payer the fastest growing Medicaid managed care company in New York and second fastest in MA. Fidelis’ 1.6 million members are spread across the ACA, MA and Medicaid markets. Centene expects to see more than $11 billion in revenue from Fidelis.
WellCare’s purchase of Meridian will make it the largest Medicaid payer in membership in Michigan and Illinois, where it has 508,000 and 565,000 members, respectively. WellCare said the deal will put it in the leading market position for six states.
WellCare will also grow Medicaid membership after being the sole winner for Florida’s Children’s Medical Services contract. The company expects the contract will increase its Florida Medicaid annual revenue stream by $1.5 billion.
Molina picked up nearly 70,000 members in the second quarter after a recent statewide Illinois contract.
There are other Medicaid opportunities for payers too, as more states show an interest in expanding Medicaid. Boudreaux said Virginia’s upcoming Medicaid expansion brings 400,000 possible members. Maine voters also approved Medicaid expansion last year and a growing number of states are putting expansion on the ballot this fall.
However, it is not all positive news for Medicaid payers. Humana’s state-based contracts membership, which includes dual-eligibles, decreased by 13% year-over-year. The decrease came after the payer didn’t participate in Illinois’ Integrated Care program and a Medicaid membership drop in Florida. That said, Humana expects improved Medicaid membership next year after a new Florida contract.

5. Industry is in good financial shape

The second-quarter reports show that payers (and most healthcare companies, actually) are doing well financially. Axios reported that publicly-traded healthcare companies enjoyed billions of dollars of profits in the second quarter. In fact, they’re making more than in Q1, especially pharmaceutical companies. Those numbers don’t include nonprofit hospitals, which face their own challenges.
Two financial numbers that stand out are the revenue results for Aetna and Molina. Aetna stayed stagnant, but it’s also in the middle of the CVS Health merger. Plus, it enjoyed a nearly 8% profit margin in the quarter.
Molina, meanwhile, went through upheaval over the past year when it ousted CEO Mario Molina and CFO John Molina, the sons of the company’s founder. The payer also pulled back on the exchanges. Hence, the revenue drop.
Looking ahead to Q3, Windley expects more of the same for payers. He said insurance companies will begin to publicly discuss their 2019 plans during the third-quarter calls, including potential MA growth.
Here’s a breakdown of important metrics to show how payers did in the second quarter:
Revenues: $15.6 billion
Compared to 2Q 2017: No change
Profit: $1.2 billion
Net profit margin: 7.8%
Membership: 22 million

Revenues: $22.7 billion
Compared to 2Q 2017: Up 2.3%
Profit: $2.4 billion
Net profit margin: 5.2%
Membership: 39.5 million

Revenues: $14.2 billion
Compared to 2Q 2017: Up 19%
Profit: $300 million
Net profit margin: 2.1%
Membership: 12.8 million

Revenues: $11.5 billion
Compared to 2Q 2017: Up 10%
Profit: $193 million
Net profit margin: 1.4%
Membership: 16.2 million

Revenues: $14.3 billion
Compared to 2Q 2017: Up 5%
Profit: $193 million
Net profit margin: 1.4%
Membership: 16.6 million

Revenues: $4.9 billion
Compared to 2Q 2017: Down 2.3%
Profit: $202 million
Net profit margin: 4.1%
Membership: 4.1 million

Revenues: $56.1 billion
Compared to 2Q 2017: Up 12.1%
Profit: $2.9 billion
Net profit margin: 5.2%
Membership: 48.8 million

Revenues: $4.61 billion
Compared to 2Q 2017: Up 7.4%
Profit: $172 million
Net profit margin: 3.9%
Membership: 4.4 million