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Small businesses face uphill battle with health care benefits

Small businesses face uphill battle with health care benefits

Providing attractive health benefits at an affordable price is challenging for any employer in 2026 but especially for small and mid-sized businesses. These companies, which employ about half of the U.S. workforce, report average premium increases of 18%.

Morgan Health, a business unit of JPMorgan Chase Bank, recently surveyed health benefits decision makers about the ongoing need for solutions that make health care more accessible and transparent for small and mid-sized businesses. These are the key findings:

  • Smaller businesses are disproportionately affected by health care costs. Nearly one-third of businesses with fewer than 50 employees report that health insurance costs are worsening their business situation, compared to 22% of larger small and mid-sized companies. Smaller firms are less likely to take action to offset rising costs, often because they are not required to offer coverage and may drop it altogether.
  • Most small and mid-sized businesses prioritize preserving benefits, even at the expense of their business. Nearly three-quarters have taken steps in the past three years to respond to rising costs, such as implementing wellness programs, reducing spending elsewhere or shifting costs to employees. Cutting benefits often is considered a last resort.
  • A large majority are interested in new or alternative coverage options but need stronger support and clarity. Eighty-five percent believe there may be valuable options they haven’t explored, and 78% say more information could change their choices. However, more than three-quarters believe the disruption or uncertainty of alternative options outweighs potential savings.
  • Many struggle with unclear health insurance information, driving interest in digital and AI tools. Nine in 10 would invest time to learn new tools if they made plan selection easier, and three-quarters believe AI-enabled tools could reduce reliance on outside experts. Still, only 12% currently rank AI or chat tools among their top decision resources.
  • Brokers remain critical, but pricing and financial incentives complicate decisions. Although more than half of small and mid-sized companies are working with or considering using brokers, 20% have switched brokers and 53% have considered switching. A lack of transparency about broker compensation makes half of them less confident in their decisions.

Adoption of alternative coverage options must be driven by awareness, decision support and clearer cost and coverage expectations, reducing perceived risk and uncertainty of employee impact.

“AI and digitally enabled tools should be developed to help small and mid-sized businesses make health care decisions with greater confidence, backed by trusted data and unbiased input,” the survey report concluded. “Next-generation broker relationships must be built on trust and aligned incentives structures that reward long-term client outcomes over short-term fees.”

Employer plans could face mandate to provide 6 free health care visits per year

Employer plans could face mandate to provide 6 ‘free’ health care visits per year

What You Need To Know

  • The Primary and Behavioral Healthcare Access Act bill would require plans to cover three annual primary care visits with no cost-sharing.
  • The bill would also require plans to provide three behavioral health visits per year without cost-sharing.
  • The bill introduction might be a sign that Congress is trying to pass a health care cost package.

Three Democrats in Congress are trying to lighten the load of high deductibles on people with commercial health coverage.

The lawmakers have reintroduced the Primary and Behavioral Healthcare Access Act bill, which would require health insurers and employers’ self-insured plans to cover at least three primary care visits per year before the patient had reached the deductible, and without imposing co-payment requirements, coinsurance requirements or other out-of-pocket costs on the patient.

The bill would also require an insurer to pay for three outpatient mental health care or addiction treatment visits for a patient per year without imposing any cost-sharing requirements on the patient.

The bill would apply the “free” visit mandate to employers’ self-insured health plans, as well as to fully insured plans, by adding a section to the Employee Retirement Income Security Act.

The full text of the new bill is not yet available at Congress.gov, but the version introduced in 2024 used standard Healthcare Common Procedure Coding System codes to define the services that would be classified as primary care services.

The bill is under the jurisdiction of the House Energy and Commerce Committee, the House Education and Workforce Committee, and the House Ways and Means Committee and under the jurisdiction of the Senate Health, Education, Labor and Pensions Committee in the Senate.

King and Underhill have been introducing similar bills since 2020.

What it means: Lawmakers have held several health care cost hearings recently and have been talking about health care cost bills. The hearings and bill introductions may be a sign that members of Congress think they have a chance to pass some kind of health care cost legislation package in the next few months.

The backdrop: Major medical coverage designers have responded to Affordable Care Act benefits requirements and other plan requirements by using high deductibles to keep premiums low.

The Affordable Care Act requires major medical plans to cover basic preventive services, including checkups, without imposing cost-sharing requirements on the insureds.

Defenders of high-deductible plans argue that people should use insurance mainly to pay for catastrophic care and that they should use health savings accounts to pay for everyday expenses.

Critics of high-deductible plans note that some now have deductibles over $10,000, meaning that the plans may provide no coverage for routine sick care, or efforts to follow up on bad results coming out of the “free” preventive care screenings, for patients with those plans.

King said in a comment included in the bill introduction announcement that paying for some routine outpatient care should help plans hold expenses down.

“The cheapest medical procedure is the one that doesn’t have to happen because the problem was caught early,” King said.

FBS - Defense funding push reopens door for stalled ICHRA, HSA reforms

Defense funding push reopens door for stalled ICHRA, HSA reforms

What You Need To Know

  • Congressional leaders are trying to raise $200 billion to pay for the military action in Iran.
  • The House Budget chairman has talked about changing the ACA subsidy system.
  • The House Energy & Commerce chair has suggested bringing back health provisions cut out of the OBBBA package.

Republican leaders in Congress are trying to come up with $200 billion in funding for U.S. military action in Iran.

That could create a new chance for supporters of individual coverage health reimbursement arrangements and health savings accounts to get ICHRA and HSA provisions through Congress.

The vehicle would be a “budget reconciliation bill,” or a special kind of bill that can move through the Senate with just 51 votes, rather than the 60-vote majority normally required for ordinary bills.

House Budget Committee Chairman Jodey Arrington, R-Texas, has proposed squeezing $30 billion out of Affordable Care Act funding by using a reconciliation bill to change the ACA cost-sharing reduction subsidy.

The subsidy helps low-income ACA exchange plan users pay their deductibles and coinsurance bills.

House Energy & Commerce Committee Chairman Brett Guthrie, R-Ky., who shares jurisdiction over health legislation with other committees, told a Politico reporter that he thinks the new reconciliation bill could include some of the health provisions that were cut out of the One Big Beautiful Bill Act last summer.

The missing OBBBA health provisions: One health provision cut out of the House version of OBBBA would have increased health savings account contribution limits to $8,000 per year for an individual and $17,100 for a family, up from $4,000 for an individual and $8,550 for a family today.

Another would let workers ages 55 and older contribute an extra $1,000 per year to their HSAs.

The highest-profile health provision eliminated might have been a section that would have added a federal ICHRA plan statute.

ICHRAs help workers use employer cash to pay for individual or family health coverage.

The ICHRA provision in the OBBBA bill would have renamed ICHRAs Custom Health Option and Individual Care Expense arrangements.

Today, an employer with an ICHRA plan cannot let workers choice between using the ICHRA plan and a traditional group health plan.

An employer with a CHOICE arrangement plan could let workers choose between using a cash-for-coverage plan and a traditional group health plan.

FBS - Trumps DOL costs benefits enforcement section from 2027 budget proposal

Trump’s DOL cuts benefits enforcement section from 2027 budget proposal

What You Need To Know

  • The U.S. government could lose $2.2 trillion in 2027 on $5.9 trillion in revenue.
  • Employee Benefits Security Administration funding could hold steady.
  • The ACA exchange funding request is $34 million higher.

The U.S. Department of Labor has trimmed references to civil monetary penalties — and most references to criminal investigations — out of the Employee Benefits Security Administration budget proposal for 2027.

The administration of President Donald Trump is asking for $181.1 million in funding for EBSA for the coming year.

That’s the same amount the Trump administration requested for the agency for 2026. Congress ended up increasing EBSA funding to $191.1 million.

The new request is part of a large collection of documents associated with the Trump administration’s $8.1 trillion spending request for the federal government for 2027.

All of the requests are for the federal government’s own federal fiscal year 2027, which will start Oct. 1, 2026.

But EBSA — the DOL agency in charge of issues such as whether employers can put private credit assets on 401(k) plan menus and what happens when few of the mental health providers in a self-insured health plan’s provider directory are accepting new patients — now mentions the criminal provisions of the Employee Retirement Income Security Act only in a section describing EBSA’s statutory responsibilities.

The 2027 budget proposal leaves out a section in the 2026 EBSA budget proposal that talked about EBSA’s enforcement program.

In 2026, EBSA noted that one focus of its investigative program has been a major cases program. It mentioned that it referred some cases to the DOL legal team for litigation.

This year, EBSA says nothing about major cases or the DOL’s legal team.

EBSA has included three new examples of ways it has helped benefit plan participants.

One refers to an effort by an EBSA advisor to help a patient with COBRA coverage who was about to have cancer surgery clear up confusion about her coverage.

Another refers to EBSA advisor calls that led to a plan helping an employer plan participant pay a $50,000 air ambulance bill.

A third refers to a $20 million settlement agreement involving allegations that a health plan administrator had “systematically and improperly denied patient claims for emergency room services and drug screenings.”

But EBSA also reported that the value of the No Surprises Act claim disputes it helped patients and providers resolve fell to $468.9 million in federal fiscal year 2025, from $544 million in federal fiscal year 2024.

What it means: EBSA might take a gentler approach to benefits law enforcement in 2027, but might not.

EBSA officials said in January that they hoped to crack down on barriers to mental health care and improve the No Surprises Act health claim dispute resolution system.

The 2027 federal budget: The Trump administration predicted in the spending and revenue supplements that come with the budget proposal that total federal revenue will increase 8.1% in 2027, to $5.9 trillion.

The $8.1 trillion spending total would be just 7.3% higher than the 2026 spending total.

But the deficit would still increase to about $2.2 trillion, from $2.1 trillion.

The deficit would amount to about 37% of federal revenue and 6.4% of U.S. gross domestic product, or national income.

This year, the deficit is on track to amount to 38% of federal revenue and 6.3% of $32.5 trillion in U.S. GDP.

The United States has a total net worth of about $225 trillion, and the 2027 federal deficit would amount to about 1% of total U.S. net worth.

The Affordable Care Act exchange system: The federal government interacts with employers through Affordable Care Act programs as well as through EBSA.

ACA rules set benefits standards for all employer health coverage that has been purchased or significantly modified since 2010, and some workers get health coverage directly through the ACA public exchange system — the government’s online supermarket for private health coverage.

The ACA exchange system generates about $2 billion per year in revenue from health insurance company user fees, data sales and other commercial activities.

The U.S. Department of Health and Human Services’ 2027 budget proposal shows that HHS has requested $2.134 billion in funding for parts of the Centers for Medicare & Medicaid Services that run the ACA exchange system and handle other ACA programs.

The request for 2027 is 1% higher than what HHS requested for the ACA programs for 2026 but 2% lower than what Congress provided for the programs for 2026, according to a comparison of the new proposal with the 2026 budget proposal.

Spending levels on most items in the new proposal appear to be similar to the levels included in the 2026 request.

One exception is exchange administration. Exchange administration spending could increase to $155.8 million, from $129 million.

FBS - Supplemental medical products lead the way in voluntary market growth

Supplemental medical products lead the way in voluntary market growth

Nontraditional and value-added products and services are generating a lot of buzz in the voluntary benefits marketplace, while the traditional mainstays of life and disability continue to capture the lion’s share of sales. But if the industry were a horse race, you’d see supplemental medical products including hospital indemnity, critical illness and accident coming up fast on the inside rail.

If you’re like most brokers, these products are no strangers to you. Critical illness and accident plans are among the top three voluntary products brokers sell and hospital indemnity also is in the top five for voluntary brokers, according to our most recent “Voluntary Hospital Indemnity and Supplemental Medical Products” Spotlight™ report. Sales of these products combined are up 29% since 2021 — and in 2024 they accounted for 38% of all voluntary benefit sales.

Whether you’re already off and running with supplemental medical products or just getting into the saddle, here’s a look at some key findings from our recent research that can help you find the best fit for your clients and voluntary partners.

Growing interest and demand

Nearly one-third of U.S. employers offer hospital indemnity and supplemental medical plans as employer-paid, employer/employee share or employee-pay-all coverage, according to Eastbridge’s 2024 “MarketVision: The Employer Viewpoint” study. About half of those employers offer these products on an employee-pay-all, 100% voluntary basis.

Close to one-third (28%) of employees surveyed own a hospital indemnity or supplemental medical product, according to the 2025 Eastbridge “MarketVision: The Employee Viewpoint” study, the largest percentage of them sharing the cost of premiums with their employers. And although the majority of employees don’t yet own this coverage, a significant number show strong interest in obtaining it, even if they have to pay the full cost themselves: 31% of those surveyed who don’t currently own these products indicate they’d be interested in purchasing them on a voluntary, 100% employee-paid basis.

 

Carriers see strong market potential

The “Voluntary Hospital Indemnity and Supplemental Medical Products” Spotlight™ report shows the number of carriers selling supplemental medical products continues to increase, with group products the norm. In fact, hospital indemnity, critical illness and accident are the plans voluntary carriers are most likely to include in their portfolios, outpacing even traditional voluntary products such as short-term disability and term life. Not coincidentally, they’re also among the products carriers cite as very profitable, and least likely to classify as only average or somewhat profitable. No surprise then that carriers consistently list these plans as their top growth products over the past eight years, as well as those they expect to lead industry growth in the next several years.

Carriers are far more likely to revise or introduce new voluntary hospital indemnity, critical illness and accident plans than any other type of coverage. About two-thirds of carriers surveyed for Eastbridge’s 2024 “Voluntary Product Trends” Frontline™ report planned to change these products, usually by revising and refiling an existing product to create competitive differentiation. The majority of plans have been on the market for less than 10 years, and increased competition has driven many carriers to revise their products in the last two or three years with broader coverage, higher benefit amounts and rate adjustments.

More carriers are covering well-baby/newborn care, observation unit stays, mental health and substance abuse, and both inpatient and outpatient benefits in response to market demand. Fertility and reproductive care benefits are also a new trend in benefits. The number of plans offering these types of family-building benefits is still low, but carriers mention increased market pressure to include them.

The primary product differentiator may be flexibility. For many carriers, this means going beyond expanded benefits to offer flexible underwriting guidelines, claims payment and pricing, and both HSA-compatible and non-HSA-compatible plans.

Supplemental health isn’t “supplemental” any more

Voluntary hospital indemnity and supplemental medical products continue to evolve to meet the needs of today’s employers and employees — filling gaps left by major medical coverage and providing a way to offset other out-of-pocket costs associated with high-deductible health plans. It seems clear accident, critical illness and hospital indemnity insurance will play an increasingly vital role in helping employees manage the financial impact of serious, unexpected medical events.

FBS - State officials push for consistency in long-term care hybrid products

State officials push for consistency in long-term care hybrid products

Some state insurance regulators are uneasy about how they and their colleagues are regulating life insurance policies and annuity contracts that include long-term care benefits.

Concerns about the regulatory environment for LTC hybrid products surfaced last month at a Senior Issues Task Force session at the National Association of Insurance Commissioners’ spring national meeting in San Diego

Consumer advocates and some regulators at the session talked about having only limited knowledge about how regulators outside their home states have been handling oversight of LTC hybrid products, according to draft meeting notes posted on the task force section of the NAIC’s website.

An NAIC staff member is compiling a guide summarizing how each state handles LTC hybrids.

Ned Gaines, a Nevada regulator and the task force chair, suggested that states may need to work toward taking a more consistent approach to matters such as LTC hybrid pricing and consumer protections.

What it means: State regulators could start to develop new rules for products that some older clients may be using to try to protect themselves against the risk of facing big bills for nursing home care, assisted living facility stays, home care or other forms of long-term care.

State differences: Meeting participants suggested that some states may let insurers increase premiums for LTC riders attached to life insurance policies and that other states may not allow premium increases for life-LTC hybrids.

Some states may exempt LTC benefits riders from the reviews they would impose on stand-alone long-term care insurance policies, participants said.

Participants talked about starting a project to collect states’ LTC hybrid product filings and have regulators see how each state is handling them.

FBS - Employees chase lower premiums, only to face higher costs later

Employees chase lower premiums, only to face higher costs later

  • Key Insight: Discover how employees’ premium-focused choices create an “affordability trap” in open enrollment.
  • What’s at Stake: Rising out-of-pocket exposure threatens worker financial resilience and employer benefits ROI.
  • Forward Look: Expect increased AI use and demand for clearer, concise benefits communication strategies.
    Source: Bullets generated by AI with editorial review

Most employees choose cheaper health plans over more comprehensive coverage during open enrollment, potentially leaving themselves exposed to higher costs down the line, according to a new workforce benefits study.

At a time when rising healthcare costs and insurance premiums continue to outpace worker wage growth, nearly two-thirds of employees say that cost is their top workplace benefits priority, according to the research by Securian Financial.

“When budgets are tight and enrollment decisions feel overwhelming, employees default to the one number they can control — the premium,” said Adam Taylor, vice president for employee benefits solutions at Securian Financial. “But what looks cheaper today can become far more expensive tomorrow.”

Securian Financial’s fourth annual workplace benefits study identifies a growing “affordability trap” in which employees choose high-deductible health plans, skip supplemental coverage or reduce voluntary benefits to save on payroll deductions. While these decisions may boost paychecks in the near term, they can lead to thousands of dollars in unexpected out-of-pocket costs down the line, Taylor said.

In the past 12 months, 22% of survey respondents received a surprise medical bill that was higher than expected, and 20% used savings or emergency funds to pay medical bills. Eighteen percent experienced significant financial stress due to hospital bills, while 17% went into debt for medical expenses.

Additionally, 13% delayed or avoided medical care due to cost concerns, and 3% filed for bankruptcy or considered it due to medical debt.

“The math employees are doing is simple: ‘What comes out of my paycheck?'” said Taylor. “The math they’re not seeing is what happens if they’re hospitalized, need surgery or face a serious diagnosis. That’s where the affordability trap snaps shut.”

A race to enroll

The survey found most employees race through open enrollment, with two-thirds devoting less than an hour to the process. About 30% take under 30 minutes — leaving little time to evaluate medical plans, weigh supplemental coverage and update dependents.

Communication plays a major role in employees’ confidence in their benefit choices, with 86% reporting confidence when benefits are communicated well, compared with 32% when communication is poor.

“Employees are really interested in these benefits, and they are seeking out tools and communication that can help them understand how their medical plan works in conjunction with everything else that’s around them,” Taylor says. “It’s not that they want less communication, it’s that they want short and relevant communication.”

Communication can also help employees understand the importance of supplemental benefits such as short-term disability, critical illness insurance and reproductive health benefits. Just 30% of employees are enrolled in supplemental health benefits through their employer, and another 11% aren’t sure if they are.

To increase engagement, the report recommends that HR leaders position these benefits as “financial shock absorbers,” as supplemental health benefits can offset out-of-pocket exposure from high-deductible health plans. According to HealthCare.gov, an average three-day hospital stay costs about $30,000.

AI enters the benefit chat

Employees are increasingly turning to AI for help in making benefit decisions, asking chatbots to define terms, compare plans and get quotes for surgeries, the survey found. Usage varies by generation: 30% of millennials say they regularly use AI to make benefit decisions, followed by Gen X (22%), Gen Z (20%) and Boomers (10%).

Read more: HR is investing in AI but hesitating to trust it fully yet

While older generations are more cautious, comfort with the technology is growing across the board, according to the study.

“We need to recognize that employees are going to use it, and it’s going to be in a model that’s untrained,” he says. “It’s going to give them answers that are directionally accurate but may not understand all the nuances of that employer’s plan. So again, I think that’s where designing really clear communication can help.”

Just 19% of companies feel ready for pay transparency

As pay transparency rules expand, companies scramble to keep up

Just 19% of companies feel ready for pay transparency

  • Key Insight: Learn how pay transparency can become a strategic advantage for retention.
  • What’s at Stake: Noncompliance risks, talent loss, and reputation exposure for benefits and HR leaders.
  • Forward Look: EU rules starting June and expanding state laws will escalate reporting and remediation demands.
    Source: Bullets generated by AI with editorial review

A growing number of states and municipalities are adopting pay transparency laws, adding new compliance and compensation pressures for benefits leaders.

Sixteen states and Washington, D.C., have enacted pay transparency legislation with more expected in the coming year. The trend has also spread to the European Union, where starting in June companies with 100 or more employees will be required to report on gender pay gaps and take action to address them.

Although these changes add extra work for benefit leaders, pay transparency can also be used as a strategic advantage to build trust among employees, strengthen engagement and improve retention, according to Brian Levine, partner at Merit Analytics Group.

“It’s an issue that has been top of mind in the social consciousness,” Levine says. “One state put it into place, and then another state put it into place, and it has generated some momentum behind it.”

Pay transparency laws vary by state, but according to Paycor some examples include: Requiring employers to post salary ranges in job advertisements; mandating employers to disclose pay scales to job candidates or current employees upon request; and prohibiting employers from asking applicants about their salary history during the interview and hiring process.

Regulations for pay transparency are evolving quickly, yet many companies aren’t prepared to meet compliance requirements.

Aon, a leading global professional services firm, surveyed more than 1,400 HR and benefit leaders last year to assess their overall progress toward pay transparency. The study found that just 19% of companies felt that they were ready for pay transparency.

Twenty-nine percent of companies reported that their level of readiness had not improved in the last 12 months, while 60% of organizations said they are taking a geographically targeted approach to pay transparency, only where compliance is required.

The study also examined how often businesses are auditing their own pay practices. Just 26% of companies have conducted a pay equity analysis in the last 12 to 18 months, and 12% said they have never conducted one.

Levine says benefit and company leaders should conduct these audits at least once a year and ask questions such as, “Are there any differences that are unexplainable, that might be attributable to gender or race?”

“It requires some in-depth review just like with other compensation, performance and other management practices,” Levine says. “It should be a real deep-dive.”

What’s the case for pay transparency?

Pay transparency laws are designed to reduce income disparities among genders, races and other group classifications. According to an article by the Cornell Journal of Law and Public Policy, promoting pay equity is “necessary and admirable” because on average, women working full-time are paid less than men, and Black, Latino and Indigenous workers are paid less than white workers.

“By equipping applicants and employees with wage information once hidden from them, these laws intend to empower individuals to negotiate fairer compensation with their employers,” according to the article, titled “Pay Transparency Laws: The Good, the Bad, and the Ugly?”

“Pay transparency laws seek to ultimately eradicate discriminatory pay gaps by giving workers the knowledge needed to investigate, catch, and hopefully remediate pay inequity.”

Read more: The missing link: Pay transparency is critical to DEI initiatives

In many cases, employees are already aware of what their peers make, so it’s important for companies to be transparent and train managers how to answer the inevitable questions that will arise about income disparities, Levine says.

“The government puts into place these transparency regulations with the intent of giving employees more power to bargain over their pay,” Levine says. “You, as the employer, need to be ready to share not only what you’re legally required to share, but now you need to be able to explain, ‘Here is why you, Sally, are paid the way you’re paid, but here’s the range. Here is why you’re paid where you are in the range.'”

Workers at the Office

New 2027 ACA draft rules could drive small firms toward individual market

Workers at the OfficeThe individual health insurance rules that federal regulators are developing for 2027 could help individual coverage crowd out more of the small-group market, according to Jeff Smedsrud.

Smedsrud — a longtime supplemental health insurance benefits marketer who was the founder of HealthCare.com, and who now is the chief executive officer of Flex Benefits — predicted today in an email that the draft Affordable Care Act individual health insurance market rules will make individual major medical insurance more attractive and more affordable in many markets.

The Centers for Medicare and Medicaid Services, the arm of the U.S. Department of Health and Human Services that oversees ACA rules that affect individual major medical insurance and fully insured group health coverage, unveiled the draft rules Feb. 9.

Critics have argued that the draft rules would hurt the ACA public exchange system and the individual major medical market, but Smedsrud said he thinks implementing the rules as written would make individual market products leaner, cheaper and more attractive to cash-strapped workers.

Access to a relatively stable, affordable individual major medical market would cause more small employers to drop traditional group health coverage and send workers to the individual market, either with or without individual coverage health reimbursement arrangement plan cash, Smedsrud said.

If CMS support for the individual market continues for two or three years, “the net result is that small group plans will be comprised of more lower-income workers, and those of poorer health status,” Smedsrud said. “Small employer plans will become prohibitively expensive. My belief is that we will soon be in a situation in which no employer with less than 10 employees will offer any form of comprehensive health insurance.”

That might be what CMS wants, Smedsrud said.

The draft rules: Smedsrud said, based on a close reading of the CMS proposal, that:

  • The new draft rules for 2027 would make catastrophic plans — plans that pay only about 50% of the value of a standard health benefits package until the insureds reach the annual out-of-pocket spending maximum — more widely available and let the maximum annual out-of-pocket costs be as high as $14,000 for an individual and as high as $30,000 for a family of four.
  • An issuer could create monthly deductibles, meaning that a plan with an annual deductible of $6,000 could have a monthly deductible as low as $500.
  • A catastrophic plan could stay in place as long as 10 years.
  • The proposed 10-year policy duration could increase the appeal of long-term wellness efforts for an insurer, by locking an enrollee into a plan longer.
  • The proposed 10-year policy duration could lead to a big increase in the lifetime value of commissions for a broker who sold a 10-year catastrophic plan policy.
  • Issuers might get financial incentives to offer multi-year versions of ordinary individual major medical policies.
  • CMS would try to prune state-required benefits mandates that increase coverage costs.
  • The “market integrity” provisions, which are supposed to reduce ACA premium tax credit subsidy application fraud, look tough but fair.

What it means: Smedsrud said the draft regulations are “ruthlessly efficient” about changing the ACA system.

“It’s the first attempt at a complete re-thinking of Obamacare, by putting into discussion previously non-negotiable items such as plan design, duration, benefit limits, loss ratios and other features,” Smedsrud said.

Broken Piggy Bank

Coming of age in a broken system: What health care is doing to young Americans

There’s a quote from Dave Chase that I think about constantly:

“Imagine if a foreign country was causing this kind of collateral damage on our economy. We’d go to war in a second.”

He wasn’t talking about a military threat. He was talking about health care.

And the generation absorbing the most damage? The one just now entering the workforce, starting families, and trying to build a life in an economy that has quietly rigged the game against them.

If you’re an employer, this crisis isn’t abstract — it shows up every day as the young talent you’re trying to attract and retain. And how you structure benefits decides which side of it you’re on.

The social contract is broken

Scott Galloway laid it bare in his TED talk and essay “War on the Young”: we’ve broken the foundational American promise. Work hard, play by the rules, and you’ll be better off than your parents. For the first time in our nation’s history, that’s no longer true.

Today’s 25-year-olds earn less than their parents and grandparents did at the same age — yet they carry student debt loads that previous generations couldn’t fathom. Housing costs have multiplied far beyond wage growth. And health care? It’s become one of the single largest wealth destroyers for young working Americans.

The numbers paint a damning picture. Americans under 40 now hold just 7% of household wealth, down from 12% in 1989. Meanwhile, those over 70 control 30%, up from 19% over the same period. The federal government spends eight times more per capita on seniors than on children. We cut senior poverty nearly in half while child poverty climbed.

The United States ranks as the 10th happiest country in the world for people over 60. For people under 30? We rank 62nd.

We’ve created a future so unappealing that young people are opting out. In 1993, 60% of Americans aged 30 to 34 had at least one child. Today that number is 27%. They’re not meeting, they’re not mating, and they’re not building the families that power the economy, fund Social Security, and sustain the systems older generations depend on.

This isn’t just a cultural trend. It’s an economic crisis in slow motion.

Health care is the silent engine of this crisis

Here’s what most people miss: health care is the single biggest driver of middle-class economic erosion. Not housing. Not student debt. Health care.

Dave Chase has spent years documenting this reality. Health care is the primary reason 70% of American households have less than $1,000 in savings. Employers are spending more on employees than ever before — the problem isn’t stinginess. The problem is that every incremental dollar, and then some, has been swallowed by a health care system that operates with breathtaking inefficiency.

Health care spending is now the second-largest line item for most employers, right behind payroll. The average cost per employee has ballooned past $22,000 per year. And here’s the part that should make every business leader’s blood boil: at least 10% of that spending is estimated to be outright fraudulent, and another 20% or more is wasteful, duplicative, unnecessary, or even harmful.

Think about what that means. For a company with 100 employees spending $2.2 million a year on health benefits, somewhere between $660,000 and $880,000 is being lit on fire. That’s money that could have gone to wages, retirement contributions, or reinvestment in the business.

Instead, it disappears into a system that young employees are increasingly priced out of using — even when they technically have coverage. High deductibles, surprise bills, opaque pricing, and plan designs that punish utilization mean that many young workers are functionally uninsured despite having an insurance card in their wallet.

The generational wealth transfer no one talks about

Galloway makes the case that America has systematically elevated capital over labor. Since 1974, real median income from labor is up about 40%. The S&P 500? Up over 4,000%. Investment gains are taxed at lower rates than wages. Real estate can appreciate tax-free and be rolled into new investments indefinitely. Every structural incentive in the economy rewards people who already own assets and penalizes people who work for a living.

Health care amplifies this dynamic in ways that are uniquely cruel to young workers.

When premiums rise 7% to 8% annually but wages grow 3 to 4%, the math is simple: health care consumes a larger share of total compensation every year. Young employees who are early in their careers and earning less feel this compression the hardest. Their take-home pay erodes even as their employer technically spends more on them.

The employer-sponsored health insurance system — which covers roughly 150 million Americans — was supposed to be the great equalizer. Instead, it’s become another mechanism for transferring economic value away from the people who can least afford to lose it. Employers pay more. Employees get less. And the only winners are the intermediaries extracting margin at every step of the chain.

Why this is an employer problem

If you’re running a business and thinking “this is a policy issue, not my issue,” consider this:

Your young employees are arriving at work carrying economic stress that previous generations never faced at the same age. They’re managing student debt, navigating a housing market that requires dual incomes just to rent, and staring down a health care system that feels designed to bankrupt them if anything goes wrong. The anxiety isn’t theoretical — it’s affecting their performance, their engagement, and their willingness to stay.

Meanwhile, you’re competing for talent in a market where every employer is offering “competitive benefits” that all look functionally identical: the same carrier networks, the same high-deductible plans, the same wellness programs that nobody uses.

Young workers see through it. They’ve grown up in a world where institutional trust is at historic lows. Only 18% of Americans aged 18 to 34 say they’re “extremely proud” to be American, compared to half of those over 55. They’re skeptical of systems that claim to serve them but consistently don’t. And your benefits package is one of those systems.

The employers who recognize this shift have an extraordinary opportunity. Not just to attract talent, but to be one of the few institutions in a young person’s life that actually delivers on its promises.

What forward-thinking employers are doing

The answer isn’t spending more. We’ve tried that for three decades and the outcomes have only gotten worse. The answer is spending differently.

Redesigning plans around how young people actually use health care. Most young employees need accessible primary care, mental health support, and preventive services — not complex networks optimized for catastrophic events. Direct primary care models, virtual-first care options, and plans that eliminate barriers to basic services address what this population actually needs instead of what carriers want to sell.

Making benefits legible. Young workers don’t trust what they don’t understand. The employer who can explain in plain language what their plan covers, what things actually cost, and how to navigate the system earns loyalty that no ping-pong table or free lunch ever will. Transparency isn’t a nice-to-have. For this generation, it’s the

baseline expectation.

Treating compensation holistically. When health care consumes an ever-growing share of total compensation, you can’t separate “benefits strategy” from “compensation strategy.” Forward-thinking employers are looking at the complete picture — wages, health care, retirement, student loan assistance, mental health resources — and asking how to maximize the value employees actually experience, not just what shows up on a spreadsheet.

Demanding accountability from vendors. The PBM model, the carrier model, the brokerage model — they all exist in their current form because employers haven’t demanded better. Every dollar of waste in your health plan is a dollar that didn’t go to your employees. Young workers may not know the mechanics of spread pricing or

rebate retention, but they feel the consequences in every paycheck and every medical bill.

The stakes are higher than you think

Here’s the part that should keep business leaders up at night: the generation we’re failing right now is the same generation whose labor, taxes, and consumer spending will determine whether the economy functions in 20 years. Their willingness to participate — to work, to build families, to invest in communities — is not guaranteed. It has to be earned.

When young people opt out — when they delay families, avoid homeownership, distrust institutions, and quietly disengage — the consequences cascade through every sector of the economy. Social Security funding deteriorates. Consumer spending contracts. The tax base shrinks. And the health care costs that seniors depend on become unfundable.

Dave Chase was right. If a foreign adversary were inflicting this kind of economic damage on American workers and families, we’d mobilize immediately. But because the damage comes from within — from systems we built and maintain and profit from — we treat it as inevitable.

It’s not inevitable. It’s a choice. And employers, more than any other institution in America, have the power to choose differently.

Every business in America is a health care business now, whether it wants to be or not. The question is whether you’ll manage that reality with the same rigor you bring to everything else — or keep writing checks and hoping someone else fixes it.