Marketplace Data Matching Inconsistencies

Delanna Anderson

Delanna Anderson

When Federally-Facilitated and State-Based Health Insurance Marketplaces were implemented in 2013, they were immediately faced with a multitude of challenges. While many of the technical obstacles were hurdled in the second enrollment period, data matching discrepancies are ongoing and have become a nuisance for consumers and Issuers alike.

In particular, consumer citizenship ineligibility and unsubstantiated income levels result in involuntary policy adjustments, which pose challenges to both Issuer and consumer.  At the time of enrollment, consumers attest to both citizenship and income, which is then transmitted for verification by the Federally-Facilitated Marketplace (FFM) system. While this verification process (Data Matching) is underway, the FFM and Issuer process the application under the assumption that all information provided by the consumer is true and accurate. However, the consumer-reported data often does not match federal verification sources, creating a Data Matching Inconsistency—and a new set of headaches for both the Issuer and the consumer.

In the case of the consumer, Data Matching Inconsistency can lead to policy termination or loss of federal support to pay for premiums and / or claims-related cost sharing. For the Issuer, it can mean reduction in revenue due to non-payment of premiums, as well as reduced subsidy reimbursements from the federal government.

Because the Data Matching process is still in early development phases, there are still kinks in the system process due to timing and process clarity by both the Issuer and consumer.  Adding to this already-trying scenario are other discrepancies between Marketplace and Issuer databases, such as addresses and enrollment status.

Prior to sending Issuers a policy termination or subsidy reduction, the FFM sends the impacted consumer several notices about the Data Matching Inconsistency and instructions on how to resolve the inconsistency to prevent a loss in coverage or federal financial support. There is generally a 90-95 day notification period during which the consumer can send documentation to resolve the inconsistencies. However, in cases where the FFM does not have the most current address, the consumer may not even be aware the coverage or subsidy is in jeopardy, or that coverage has been terminated.  For consumers losing federal support, their monthly bill showing a premium amount several hundred dollars higher than normal may be the first time they are made aware of the loss of subsidy.

Even consumers who do receive timely notice are experiencing challenges when attempting to resolve Data Matching Inconsistencies, particularly income inconsistencies.  Issuers are experiencing high call volumes and complaints from consumers who lost their despite having submitted supporting documentation. Although the FFM later sends the Issuer a data file to restore the consumer’s subsidy, the restoration is prospective. That leaves the consumer with one month of a full or significantly higher member responsibility of the total premium.

One solution to improve transparency with impacted members is improved proactive Issuer communication, using tools such as the Outreach File. The FFM provides an Outreach File to Issuers several weeks before sending the data transactions to term policies and remove federal financial support which  includes information on at-risk consumers. Issuers can use these files to attempt to contact  impacted consumers and educate them on the Data Matching resolution process and follow up on any communication attempts on behalf of the FFM. Issuers can also share the Outreach files with agents so they can also attempt contact with their clients.

Another solution is for the FFM to allow retroactive restoration of subsidy in the case of income inconsistencies.  This would minimize gaps in federal financial support and is similar to how the process works for eligibility restoration for citizenship inconsistencies.  The FFM could also enhance its current termination process to validate there are no supporting documents in the processing queue prior to transmitting the income inconsistency subsidy reduction transaction for a respective enrollee.

A medium for recommendations such as the above is the Centers for Medicare & Medicaid Services’ Alpha Advisory Group.  The Alpha Group is a group of Issuer and vendor partners, including HealthPlan Services, that have demonstrated industry leadership and credibility to CMS.  Alpha Issuer partners troubleshoot Issuer and consumer challenges and collaborate to create recommendations.  The overall goal is to align with CMS and ultimately streamline enrollment and shore up the infrastructure to improve the overall user interface and experience.

The FFM life-cycle has shown marked improvements as the system matures.  However, as has been demonstrated with the Data Matching verification process, there are still member education and data enhancements to be considered and addressed.

HPS-Unum Partnership is a Powerful Ally for Building DI Business

Todd Cowan

Todd Cowan

An important element in a well-rounded benefits packages, Group Disability Insurance (DI) is growing in popularity among agents and brokers seeking to expand their portfolios and strengthen customer loyalty. However, a successful move into the Group DI market requires gaining deep understanding of this unique coverage necessary to properly educate employers and employees about its benefits.

The learning curve is steep, but it can be significantly shortened by partnering with HealthPlan Services℠ (HPS), which has teamed up with Unum to provide agents and brokers with consultative proposal and enrollment support for the entire Unum portfolio, including Group and Voluntary Long- and Short-Term DI and Life.

Unum is the nation’s leading DI provider with an employee benefits track record that runs more than 165 years, while HPS is the largest independent provider of sales, service, and retention and technology solutions to the insurance and managed care industry. It is a powerful duo that enables agents and brokers to quickly ramp up their DI portfolios in response to growing interest in the coverage, in particular among employers seeking to expand benefits packages.

Key to success in DI is the ability to educate employers on all the nuances of DI. This means that agents and brokers—even those already selling in the DI space—need convenient access to ongoing education. The HPS-Unum partnership provides that access, allowing agents to quickly begin providing the kind of consultative service that strengthens loyalty and increases profitability. It arms them with the tools they need to educate and inform employers on the role DI plays in a broader benefits package and the coverage gaps it can fill without adding significantly to costs. Finally, HPS and Unum can assist in communicating the benefits of DI directly to the employees, which leads to a better appreciation for their overall benefits package.

By working with HPS and Unum, agents have access to experts in plan design and pricing. It creates a one-stop shop for everything they need to create an estimate and manage enrollment, comfortable in the knowledge that HPS works with top carriers to provide the right options.

The partnership with Unum is representative of HPS’ focus on providing agents and brokers with best-in-class carriers like Unum enable the delivery of comprehensive employee benefits portfolios. Those portfolios are further enhanced by the HPS broker support team of licensed sales consultants with more than 12 years of experience, as well as internal training programs to ensure sales consultants are well-versed in each product.

In short, HPS and its best-in-class partnerships provide agents and brokers the industry-leading consultative sales support and products they can trust, including DI plans.

Level Funded Health Plans: A Beneficial Alternative

0039Todd

Todd Cowan

As the healthcare environment evolves, so too does the market for health plans and health plan services. Carriers that once limited their focus to large group coverage are now finding ways to cater to smaller groups – such as level-funded health plans that are growing in popularity with small (serving 10-25 individuals) and mid-sized (serving 25-50 individuals) groups for their unique employer-protectant benefits.

Level funded health plans offer fixed monthly payments and, unlike their self-funded counterparts, aren’t subject to state premium taxes. They are required to have stop-loss insurance, which protects the employer in the event claims paid exceed projected costs.

The fixed monthly payments that come with stop-loss insurance are beneficial for employers and employees alike because they do not fluctuate based on claims activity. Meaning there are no extra charges if claims are high, so employers will never have to pay more than the maximum monthly cost. While self-funded health plans are often criticized for the employer’s potential to lose money, a level-funded plan eliminates this risk.

 

For example, if an employer has an exceptionally low claims year, the carrier reimburses the remainder. However, if claims paid by the carrier exceeds the employer’s contribution, the difference is settled at the end of the year.
Additionally, employers can choose from varying levels of stop-loss coverage, which includes both aggregate and specific stop-loss insurance. Small groups have the option to choose aggregate stop-loss only, which sets a maximum claim dollar exposure for a group based on a percentage of expected claims.

So how do you know if a level-funded plan is right for your customer?

The best way to answer this question is to know the medical makeup of the group. Groups that have a predictable number or low number of claims each your benefit the most from level-funded plans.

If you are unsure of the medical makeup of a group or are dealing with a new customer, HealthPlan Services (HPS) can conduct a level-funded check and provide feedback to identify if your group is a viable candidate prior to committing to a level-funded contract.

If you are still unsure about which type of plan is right for your customer, HPS can help to renew current customers and find new customers, increasing market share and reducing acquisition costs.

More than 87% of FFM Enrollees Qualify for Tax Credits

Anne Marie Faria


Eight out of 10 new and renewed Federally Facilitated Marketplace (FFM) enrollees qualified for a tax credit to help cover the cost of premiums. That’s according to a research brief from the Office of the Assistant Secretary for Planning and Evaluation (ASPE) released by the Department of Health and Human Services (HHS) detailing the impact of the Affordable Care Act.

Released February 9, the brief encompassed information from 37 states using the HealthCare.gov platform from November 15-January 30, 2015. It focused on consumers who selected or were re-enrolled in a plan for 2015 coverage. Significant findings included:


• 7.5 million individuals had selected or been passively renewed into 2015 plans
• More than 87% qualified for an Advance Premium Tax Credit (APTC)
• 8 out of 10 received an APTC
• The average APTC covers approximately 72% of gross premium
• The average member responsibility premium is $105 per month among individuals with plan selections qualifying for an APTC
• Nearly 8 in 10 individuals could select a plan with a premium of $100 or less after applying the APTC
• APTCs will reduce premium costs by over $1 billion a month
• Almost 6.5 million individuals qualify for an average APTC of $268 per month

This research was conducted as “an initial step to assess the affordability of coverage for individuals selecting or being automatically enrolled into Federally Facilitated Marketplace plans during the 2015 Open Enrollment Period,” states the ASPE.

While ASPE examined data specific to APTC and premium levels, credible data accumulated by HealthPlan Services™ (HPS), which has a substantial FFM and state-based exchange market share, reveals trends around passive vs. active renewals. For example, 41% of those with on-exchange policies renewed actively while 59% did so passively. Other findings include:

• Members who chose to renew actively are paying 9% more in 2015, while those who renewed passively are paying 36% more.
• Active renewals are paying $17 less per month in 2015 than passive renewals, and are receiving more subsidies.
• Members who chose to actively renew also reduced their plan metal level, resulting in smaller premium obligations.
• 71% of active renewals are paid through February compared with 53% for passive renewals

Finally, active renewals are paying on average $17 less per month in 2015 than those renewing passively. HPS attributes this to “members who chose to renew actively and had their APTC readjusted, resulting in a 1% increase. Passive renewals saw a decrease in APTC due to the APTC dollar amount of the 2014 plan being applied to the 2015 plan.”

HPS and ASPE will both update data after the close of the 2015 Open Enrollment Period. For the latest information on FFM, tax credit qualifications and other healthcare reform issues, subscribe to this HPS blog.

Federal & State Insurance Marketplaces: OEP Lessons Learned

Scott Rathke

Open enrollment for the Federally Facilitated Marketplace (FFM) and State-Based Marketplaces (SBMs) had an inauspicious debut in 2014, one beset by a host of problems requiring a number of workarounds by insurance marketplaces and health plans alike to ensure everyone who sought coverage could access it.  Some SBMs, such as Maryland and Massachusetts, had such significant problems that they simply rebooted in 2015 with new, but now-proven, technology. Others, like Nevada and Oregon, changed their platform entirely to one supported by the FFM.

The good news is both the FFM and SBMs leveraged lessons learned from the first open enrollment to create a more efficient, user-friendly experience 2015 Open Enrollment Period.

Much of last year’s back lash was isolated to the FFM, which was utilized by 36 states. HealthCare.gov was inundated with serious system errors impacting application processing, information exchange and site access. Too many simultaneous site users caused shut downs and left prospective enrollees stuck in a virtual “hold” queue.

For 2015, the FFM underwent a comprehensive overhaul and today boasts three cloud servers to manage traffic surges. New fail-safe measures also protect data if an application gets terminated mid-way through enrollment.

The SBMs also responded to capacity challenges.  Some adopted a staggered approach which allowed consumers to browse (but not buy) plans a week before open enrollment. By “filtering” people into the system, states were able to avoid logjams and more easily identify and fix glitches. Part of this approach also included the creation and/or expansion of offline information channels, including open enrollment fairs, call centers and in-person application assistance.

Other SBMs, such as California, streamlined the open enrollment process by offering early renewals, letting returning members beat the rush while avoiding a backlog.

While the 2015 “front end” member experience is much cleaner, the functionality necessary for health plans to administer new business on the “back end” is still lacking.  Important areas like membership reconciliation and subsidy payment reporting lack developed capability resulting in manual processes for issuers.   Further, members have found renewal processing to be challenging and confusing.

To help combat these issues, the Centers for Medicare & Medicaid Services (CMS) continually seeks input from the CMS Alpha Advisory Group, a group of issuer partners who help with troubleshooting and shoring up the technical infrastructure to improve the overall user experience. These trading partners, of whom Health Plan Services is the only vendor member, have demonstrated their industry leadership with a front-line resolute focus on preparedness.

By learning from inaugural mistakes and tapping into industry expertise, CMS and the SBMs have erased some of the negative impressions left by the near-disaster that marked the first open enrollment. This has ensured that participants can access the insurance coverage they need with limited inconvenience. However, while 2015 is an improvement over 2014, there is still much work to be done.

Transitioning from Group to Individual Coverage

Jay Mclauchlin

Jay Mclauchlin

As premiums for employer-sponsored health insurance coverage continue climbing – up 42.4 percent for employee-only and 57 percent for family coverage between 2005 and 2013 according to one analysis – employers are searching for new solutions to the largest uncontrollable expense most of them deal with in their business.  One consideration they should explore is the possibility of transitioning their workforce to individual coverage options.

In fact, a recent study by S&P Capital IQ predicted that 90 percent of workers currently covered by their employers will transition to state-based exchanges or federally facilitated marketplaces by 2020. It is a move that can benefit employees. First, direct government subsidies are available if they earn less than 400 percent of the poverty line wage (most Americans earning less than $100,000 per year for a family or about $45,000 per year for an individual) and the employer doesn’t offer a qualified health plan.

Additionally, by switching to individual insurance, employees have access to a broader choice of plans, as well as multiple carriers and their varying provider networks. It’s also portable, eliminating the need to stay tied to an undesirable position with an employer out of fear of losing medical coverage. Finally, transitioning from group to individual health insurance provides access to plans that can be less expensive for both the employee and employer.

One approach employers are taking to jump-start the transition is allocating to each employee a fixed amount of money to purchase individual health insurance. The contribution is usually added to the employee’s paycheck and allows them to choose their own provider and plan based on their individual needs, while enabling the employer to control costs and still be viewed as an active participant in the benefit decisions of their employees.  .

One strategy in the successful management of transition is leveraging a consultative relationship already in place with an agent or broker. By working with a trusted advisor to map out the benefits of individual plans, employers can mitigate and quickly resolve any obstacles. It can also provide access to well-designed private marketplaces that offer employees broader coverage options that even extend to Medicare eligible products.

For example, a growing number of agents and brokers are leveraging MyConsumerLinkSM from HealthPlan Services, a turn-key private exchange solution providing access to a variety of plans from leading insurance providers, to help meet both employer and employee needs. In addition to a staff of licensed and marketplace/Medicare-certified sales consultants, MyConsumerLink provides convenient and comprehensive information, research tools and personalized guidance to help employees secure the most appropriate coverage.

When properly planned and executed, transitioning from group to individual coverage can be a win-win for the employer and employee, addressing serious cost issues while providing a scope of coverage options not typically available under standard group policies.

Building Business with Voluntary Plans

0039Todd

Todd Cowan

Despite millions of newly insured entering the market in 2014, agents saw their commissions continue to decline. As a result, the once-underappreciated voluntary benefits line of business now holds a new appeal for its ability to offset medical losses and create new revenue streams. Expanding portfolios to include voluntary plans can also alleviate the instability in sales cycles created by open enrollment periods. Success lies in three primary activities:

  • Cross-selling: Existing customers should be the first stop when it comes to expanding into the voluntary market. Create cross-selling opportunities by working with clients to identify and close coverage gaps by asking a mix of open and closed questions designed to gain a better understanding of new and existing needs that can be met with one or more voluntary plans.
  • Increasing customer loyalty: Voluntary benefits can also be leveraged to improve customer retention and loyalty. For example, employer loyalty can be strengthened by addressing the insurance pain points that are negatively impacting employee satisfaction. Educating employers on how voluntary benefits can help fill the coverage gaps created by efforts to reign in costs or the decision to stop offering employer-sponsored coverage in favor of exchange policies (a message that also resonates with individuals) will deliver back to the agent the loyalty that comes with a trusted, consultative relationship.
  • Breaking into new markets: Introducing new sources of revenue—voluntary plans—and adapting to new sales processes can also increase earning potential by opening the door to a new base of customers in the group and individual markets. In particular, newly insured and those who are new to individual coverage are a rich source of prospects in need of voluntary plans to fill newly discovered needs.

Guided by these sales strategies, agents and brokers can leverage the power of voluntary plans to inject new life into sales and shore up sagging profitability by opening new markets and opportunities.  Visit us at healthplan.saleslinkportal.com.

2015 Open Enrollment: New Challenges, New Opportunities

Jeff Bak

November 15 marks the start of the second open enrollment period, during which the Congressional Budget Office (CBO) projects 7-8 million additional consumers will enroll in a Qualified Health Plan (QHP) through federal and state insurance marketplaces. While no one expects to be dealing with the kinds of technical obstacles that hampered the inaugural enrollment season, several significant challenges are anticipated when the marketplaces open for the second time.

First, while the number of enrollees taking part in the 2015 open enrollment period is expected to be similar to 2014 levels, they will have just three months to shop, compare, evaluate and purchase coverage before the 2015 open enrollment window closes—three months less than 2014.

Second, at the same time 2015 open enrollment is underway, every QHP purchased last season will be up for renewal. HHS has proposed automatic renewals to streamline the process, however a sizable percentage of the 8 million enrollees—many of whom are now far savvier than they were last time—will be eager to compare their current plan with new ones. Some will be forced to look at new options due to plan cancellations or provider shifts, while others will want to re-determine what subsidy may be available if work, income or family changes took place during 2014.

Thus, health plans will be challenged to effectively communicate information on premium increases, discontinued policies and new QHPs approved for 2015—while at the same time communicating and educating first-time enrollees.

Further, roughly 45% of members who bought coverage last season were “orphans,” with no agents to guide them through the process. These individuals will need just as much hand-holding during renewal as they did during the previous open enrollment period.

These orphan members represent a significant paradigm shift in online insurance purchasing—one that places a high priority on retention. Health plans must address this change if they hope to achieve long-term success in today’s exchange-driven market. Having both inbound and outbound resources available to field questions and undertaking targeted outreach to help members navigate their coverage options are also important to achieving high renewal rates.

This is the value proposition HealthPlan Services (HPS) brings to the table. By outsourcing retention to HPS, health plans can leverage our proven strategies and analytics expertise to ensure high renewal rates in today’s competitive insurance landscape.

New Opportunities

A number of potentially lucrative opportunities are also coming into focus as the 2015 open enrollment period draws near. For example, as small businesses grow more confident in the stability of public exchanges, they can evaluate whether to sustain coverage or drop it and allow employees to shop on insurance marketplaces. Price is a driving factor. Inc. reports that individual marketplace plans can cost 20-30% less than comparable group plans, while Kaiser Family Foundation reports premiums increased by 80% over the last decade for the approximately 150 million U.S. workers and their family members with employer-sponsored coverage.

Another opportunity lies in family coverage. One independent study found that 53% of households did not enroll one or more dependents during 2014 open enrollment. As a result, family plans are expected to enjoy a surge in popularity during the 2015 open enrollment season. Another factor in the popularity of family coverage will be greater affordability and consumers’ increased comfort with the purchase process.

While there remains work to be done behind the scenes, the 2015 open enrollment season is ultimately shaping up to be highly successful for those health plans that understand the emerging opportunities and that have taken a proactive retention approach—whether in-house or by partnering with HPS.

For more information on HPS’ Go-To-Exchange® platform call 877-300-9488 or email your questions to solutions@healthplan.com.

It’s Time For You To Think About Taking Advantage of The Over-65 Insurance Market

Jay Mclauchlin

Jay Mclauchlin

I know what you’re thinking…”One of the reasons I’m so successful is because I’ve learned to concentrate on what I do best. The majority of my clients are tied to my employee benefit business, so I’m comfortable working with people that are under 65 and have needs associated with their growing families.” Well, guess what? The health insurance environment and Medicare eligible market in the U.S. is on the cusp of yet another major transition. The U.S. Census Bureau projects that 2.1 million baby boomers will cross the 65-year mark over the next five years and the 65+ population will reach 83.7 million in 2050—almost double the estimated 2012 population of 43.1 million. These are your existing clients, but they have different needs as they reach this next stage of life. So, you have a choice, do nothing OR start actively thinking about the booming over-65 insurance market and start increasing your revenue!

Here’s what your clients face. Many Boomers are making the transition from employer-sponsored or private insurance to the Medicare eligible market, while struggling to make sense of an increasingly complicated insurance market. Instead of having them seek out someone else for advice, why can’t you capitalize on these Medicare eligible market trends to help them meet the unique information and support needs?

There are basically three categories of customers to serve in this expanding marketplace:

  1. Seed Group (clients nearing the age of 65 that have a need for the educational process to start)
  2. Aging In (clients at age 64-65 that are Medicare Eligible for the first time and need to make an informed decision)
  3. Medicare Eligible Market (clients at age 65+ that need ongoing information and support regarding their Medicare choices)

Here’s the good news…when it comes to tapping into the over-65 insurance and Medicare eligible markets, you don’t have to do it alone. There are considerable benefits to partnering with credible experts in the field. In fact, some of the most advantageous partnerships are with vendors that provide cost-effective, well-designed and Medicare-compliant private exchanges.

The best is that these partners will deliver in three crucial areas: compliance, communications and information. They will provide you with:

  • A deep, organization-wide understanding of the Medicare market
  • A staff of Medicare-certified agents with specific senior training
  • Marketing materials and communication strategies that are compliant with Centers for Medicare and Medicaid Services (CMS) regulations
  • Proven recruitment and retention processes with touch points that extend throughout the life of the policy.

The last bullet is particularly important because converting clients into Medicare-appropriate products requires establishing relationships with individuals well before they reach age 65 and maintaining them long after. This is perfect because you have relationships with these individuals right now! What’s important is that you need to start thinking about how you can deliver meaningful, compliant and continuous communications at the key milestones of a relationship, not just around a customer’s renewal or at their first Medicare open enrollment period. The good news is that a by-product of maintaining and building long-term relationships ensures a continuous revenue stream for your business.

Okay…so your interest is peaked on the growing Medicare eligible market, but you want to know more about these ‘so-called’ exchange partners. Who are they and how can you find them? Well, one exchange partner that meets all these criteria is HealthPlan ServicesSM, which offers the MyConsumerLinkSM platform, a turn-key private exchange solution that provides information and access to a variety of plans from leading insurance providers in the under-65 and over-65 insurance marketplace. In addition to its staff of Medicare-certified sales agents, their platform provides convenient and comprehensive information; research tools and personalized guidance to help Seed Groups, Aging In and Medicare Eligible individuals meet their current and future insurance needs.

As an example, several senior associations currently leverage MyConsumerLinkSM to cater to the needs of the Seed group by including a streamlined membership platform that allows customers to shop, compare a variety of insurance plans (medical and ancillary) that can get them started and follow them as they transition to Medicare. It allows the associations to jump-start the recruitment process and establish relationships with prospects even before they reach the age of Medicare eligibility.

Now is the time! Whether a consumer is currently transitioning to Medicare or on the verge of doing so, providing the services to meet their current and future needs is vital. You can find a partner in HealthPlan Services’ MyConsumerLink, to support your needs by bringing together the plans, customer support and convenience that today’s Boomers and seniors expect. Don’t let this profitable market pass you by again this year! Act now! For more information on MyConsumerLink call 877-300-9488 or email solutions@healthplan.com.

HealthPlan Services Named a Gold Fit-Friendly Worksite by American Heart Association

TAMPA, Fla. – HealthPlan Services℠ (HPS) announced today that the American Heart Association (AHA) has named it a Gold Fit-Friendly Worksite, joining an elite group of companies recognized for their focus on providing employees with a healthy workplace. As a Gold level award recipient, HPS was also recognized for the important steps it has taken to create a culture of wellness.

AHA Fit-Friendly Worksite employers go above and beyond when it comes to their employees’ health, such as taking steps to support and encourage nutritional changes and physical activity.

HPS employees can participate in the Cigna Employee Assistance Program, which provides tools and resources around health, wellness, preventive care and chronic disease, as well as a medical plan credit for those who successfully complete a 5k run/walk within a plan year. HPS also provides pedometers and encourages employees to participate in its “10k Steps a Day” program and publishes a monthly wellness newsletter that includes fun, fresh and healthy recipes. On-site biometric screenings, flu shots, personalized Wellness Coaching Programs and ongoing wellness-related activities including “lunch and learns” are also provided at no cost to employees.

“Our employees are the heart of HPS, and we are dedicated to helping them get and stay healthy by providing programs encouraging positive choices and lifestyle changes,” said Jeff Bak, HPS president and CEO. “We are honored to have these efforts recognized by the American Heart Association.”

The AHA created the Fit-Friendly Worksite program to help lower employees’ risk of heart disease, which is the leading killer in the U.S. The risk of heart disease is doubled by physical inactivity. Participating employers embrace criteria outlined by the AHA by implementing worksite programs focused on physical activity, nutrition and culture.

About HealthPlan Services

HealthPlan Services (HPS) is the largest independent provider of sales, service, retention and technology solutions to the insurance and managed care industry. Since 1970, HPS has offered customized administration and distribution services to insurers of individual, small group, voluntary and association plans, as well as valuable solutions to thousands of brokers and agents. HPS’ proprietary, scalable technology provides innovative consumer-facing solutions that are turnkey self-service tools for insurance carriers and distribution partners. HPS offers an ever-expanding array of services to a diverse and growing client base, and administers products that include medical (PPO, HMO, indemnity, consumer-driven), dental, vision, life, disability, cancer, critical illness, accident, long-term care, limited medical, as well as various other ancillary insurance. HPS is committed to providing extraordinary service to its customers. HPS is a company of Water Street Healthcare Partners, a strategic private equity firm focused exclusively on the health care industry. For more information about HPS, visit www.healthplan.com.
Media contact:

Robin Depenbrock
HealthPlan Services
813-289-1000 ext. 7002762
rkindbergdepenbrock@healthplan.com