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Managed care is a complex system that involves the active coordination of and arrangement for the provision of health services and the coverage of health benefits. The term managed care was coined in the 1980s to name the array of emerging health insurance products that were evolving in response to skyrocketing healthcare costs. To differentiate these new products from traditional insurance, commercial insurers adopted the generic term managed care to describe health benefit products that attempted to control the cost of care by restricting the choice of providers or the use of medical services. Today, it encompasses a broad spectrum of organizational structures and benefit plans such as (a) health maintenance organizations (HMOs), (b) preferred provider organizations (PPOs), (c) point of service plans (POS), (d) individual practice associations (IPAs), (e) exclusive provider organizations (EPOs), and (f) consumer-directed healthcare (CDH).

The exact nature of managed care is constantly evolving in response to the changing demands of consumers, employers, and regulators. There are three key components of managed care: (1) the network or contractual relationship with healthcare providers, (2) the oversight or coordination of medical care, and (3) the structure of the covered healthcare benefits and copayments. Early managed-care plans were nothing more than networks of providers who agreed to accept lower reimbursements to be included in a plan's network of preferred providers: hence, preferred provider organizations or PPOs. There were benefits or financial penalties if the insured did or did not use a preferred provider. Later on, managed-care organizations added medical-management initiatives such as preauthorization of services and mandatory second opinions. In response to rising political pressures, medical management has evolved away from prior authorization to focus more on care coordination and disease management. Recently, financial incentives and disincentives have taken the forefront in efforts to influence healthcare costs, taking the form of CDH. CDH uses an array of benefit designs with higher copayments, higher deductibles, or both to empower consumers to more effectively manage their healthcare.

Contracting and Networks

Provider contracting was the easiest and therefore the first component of managed care to be implemented. Insurers began requiring providers who wanted to be included in their network of preferred providers to agree to negotiated discounts off their standard rates. Prior to the advent of PPOs, most hospital services were being reimbursed at 100% of the billed charges. These fees were loosely based on cost plus some percentage above the estimated cost. This methodology actually encouraged higher charges and contributed to the rapid escalation of healthcare costs.

Physicians and other healthcare providers had been reimbursed at billed charges or communityaverage rate, known as usual, customary, and reasonable (UCR). Early PPOs simply negotiated a lower reimbursement, usually taking an additional 10% or 20% off the billed or UCR fees.

Whereas the discounting of fees yielded some initial cost relief, it did not change the inherent dynamics; each insurer developed different contracting strategies to try to affect hospital costs. Most hospitals preferred a variant of fee-forservice. Thus, the most common arrangement was a greater discount off the billed charges. Under some contracts, facilities would agree to a flat, daily rate (per diem). Initially, these rates were all-inclusive for all levels of care. Eventually, per diem contracts became more sophisticated, and the rates were negotiated based on the complexity of the service provided, with higher rates for more complex services such as intensive care units, maternity, pediatrics, and so on. As technology and costs advanced, per diem contracts began to include carve-outs for high-cost devices (e.g., implantable pacemakers) and medications.

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