MIT adds twist to healthcare sustainability

Explore how financial sector innovations can shoulder the burden and solve healthcare sustainability for America.

Healthcare consumes one-sixth of the U.S. economy, costing citizens an estimated $2.7 trillion annually, with twenty to thirty percent of wasted. The U.S. must address the soaring cost of healthcare. Universal access to healthcare is not sustainable – everyone knows this fact. Today no viable solutions to this problem exist. Can financial sector innovations shoulder the burden and solve healthcare sustainability for America?

In a recent paper published February 24, 2016 in Science Translation Medicine titled, “Buying cures versus renting health: Financing health care with consumer loans” Vahid Montazerhodjat, David Weinstock, and Andrew Low suggest that healthcare loans (HCLs) and securitization are two of many financial innovations that could fund universal healthcare. Andrew Lo, an MIT engineering professor, presents his argument – a mortgage approach to backing excessive healthcare – that expesive treatments such as hepatitis C virus (HCV) infection has an average cost of $84,000 for 6-8 weeks of treatment are unaffordable. The cost to treat all Americans with chronic HCV would cost $227 billion, covering 180 million infected persons. The article suggests that all treatment falls into two categories cures and mitigators (noncurative drugs). Cures solve the root problem, and mitigators extend life through continued care without an immediate cure. The challenge comes when most treatments require full payment up front; this logically removes many patients who can’t afford excessive costs ranging from $100,000 to $1,000,0000 for the cure. Concerns over affordability brings us back to the highly efficacious but financially restricted therapies. How do we solve this massive financial gap between the needs to improve patient care and the practical means by which patients can pay for treatment?

Several financial institutions do offer loans to pay for healthcare. Who’s able to apply and receive these loans? Surely not the population in the greatest financial distress. Merely making healthcare more affordable doesn’t rid the world of these acute infectious diseases. The gap still exists between patient need and financial ability to pay, supported by the 62% of bankruptcies in 2007 directly resulted from excessive healthcare costs. The unfortunate news is that 75% of the people who filed for bankruptcy had healthcare coverage. As citizens, we must reset the U.S. healthcare system.

“Create a new law mandating full coverage for curative therapies” – Andrew Lo.

Short-term framework 1: Special Purpose Entity (SPE)

Consumers assume the debt. This approach starts with a special purpose entity (SPE), to fund expensive drug purchases. A patient would borrow from the SPE for costs such as copayment and out of pocket costs. The loan from the SPE acts similar to a mortgage with amortization and a long-term repayment period e.g. auto loans or student loans. Investors would purchase securities and bonds issued by the SPE. Securitization is not new and widely used in most financial products making this an immediate solution.

Long-term framework 2: Healthcare Loans (HCLs) Funds

Private payers and the government assume the debt. New regulations would need to be established to address financial reimbursement model as well mitigating consequences for low-income patients. Economic theories imply that as demand for therapies increase, the cost per treatment will also increase. Although this sounds consistent, trends for heart disease and high cholesterol does not support this theory. The long-term approach aligns well with value-based reimbursement and would also require additional regulations and legislature to hold private payers and insurers accountable.

The paper illustrated one example of an HCL fund cash. In this example the SPE would comprise of senior bonds ($400M), junior bonds ($50M) and equity ($50M) to $40,000/drug cost. These funds would flow from the SPE to the drug company to cover a sample of 12,500 patients. This model illustrates that the cost for each patient repayment period would be $6,600 annually at an annual interest rate of 9.1%. This investment would result in bond growth consistent with the market: senior bonds (C=2.1%, current market rate yields), junior bonds (C=2.5%, current market rate yields), and equity (no coupons). If financial losses did occur, they would flow from equity, junior bonds, and then lastly drawn from senior bonds.

It’s not all rosy. Throughout the paper, there are eight unresolved issues, and perceived complications identified in the analysis.

1. Low median income and limited credit of some patients

2. Economic externalities of infections such as HCV

3. Differences between U.S. and foreign pricing

4. Impact of price increase owing to a larger market resulting from HCLs

5. Limitations of consumer credit risk model

6. Misaligned incentives

7. Limitations on default

8. Tracking value over the amortization period

One primary challenge is patient switching policyholders and the financial impact of shifting debt from insurer A to insurer B. In the example above the drug costs is $42,000 and spread over a 9-year proposed term. If the patient was treated while under the care of insurer A, insurer A would pay for the cost of the patient treatment. If the patient changed from insurer A to insurer B, at the end of the third-year, insurer B would needs to absorb the remaining six years of payments. Insurer debt controls must be established to prevent insurer B from unfairly assuming benefits that insurer A had covered.

What’s the alternative if these frameworks do not work? We can look to the UK’s national healthcare system (NHS) that recently removed 20 major cancer drugs as too expensive. The NHS is a good example of what happens to a nation when they are unable to solve the growing costs of healthcare – patient treatment is all-or-nothing. Securitization and healthcare loans provide patients more options.

Maybe healthcare funding falls into the category of the quintessential problem space example. A solution exists but the population is too biased to see it.

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Peter is a technology executive with over 20 years of experience, dedicated to driving innovation, digital transformation, leadership, and data in business. He helps organizations connect strategy to execution to maximize company performance. He has been recognized for Digital Innovation by CIO 100, MIT Sloan, Computerworld, and the Project Management Institute. As Managing Director at OROCA Innovations, Peter leads the CXO advisory services practice, driving digital strategies. Peter was honored as an MIT Sloan CIO Leadership Award Finalist in 2015 and is a regular contributor to CIO.com on innovation. Peter has led businesses through complex changes, including the adoption of data-first approaches for portfolio management, lean six sigma for operational excellence, departmental transformations, process improvements, maximizing team performance, designing new IT operating models, digitizing platforms, leading large-scale mission-critical technology deployments, product management, agile methodologies, and building high-performance teams. As Chief Information Officer, Peter was responsible for Connecticut’s Health Insurance Exchange’s (HIX) industry-leading digital platform transforming consumerism and retail-oriented services for the health insurance industry. Peter championed the Connecticut marketplace digital implementation with a transformational cloud-based SaaS platform and mobile application recognized as a 2014 PMI Project of the Year Award finalist, CIO 100, and awards for best digital services, API, and platform. He also received a lifetime achievement award for leadership and digital transformation, honored as a 2016 Computerworld Premier 100 IT Leader. Peter is the author of Learning Intelligence: Expand Thinking. Absorb Alternative. Unlock Possibilities (2017), which Marshall Goldsmith, author of the New York Times No. 1 bestseller Triggers, calls "a must-read for any leader wanting to compete in the innovation-powered landscape of today." Peter also authored The Power of Blockchain for Healthcare: How Blockchain Will Ignite The Future of Healthcare (2017), the first book to explore the vast opportunities for blockchain to transform the patient experience. Peter has a B.S. in C.I.S from Bentley University and an MBA from Quinnipiac University, where he graduated Summa Cum Laude. He earned his PMP® in 2001 and is a certified Six Sigma Master Black Belt, Masters in Business Relationship Management (MBRM) and Certified Scrum Master. As a Commercial Rated Aviation Pilot and Master Scuba Diver, Peter understands first hand, how to anticipate change and lead boldly.