Cost control mechanisms in Estonian health insurance system
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1 Cost control mechanisms in Estonian health insurance system Triin Habicht Head of Department of Health Care Estonian Health Insurance Fund 15 th European Health Forum Gastein, October 3-6, 2012
2 Population: 1,34 million ALE at birth 76years (2010) Health Expenditure (2010) 6.3 % of GDP Per person (US$895) Public expenditure 78.9 % Social health insurance 68.2% Social health insurance coverage 95-96% of population Estonia at glance
3 Estonian Health Insurance Fund (EHIF) single payer, public law, public ownership Contract Health care provider private law, public or private ownership
4 Collection of Funds and Purchasing Services EHIF expenditures form 86.4% of total public health expenditures and 65.0% of total health expenditures (in 2009) Main source of EHIF revenues (about 99%) is a social health insurance tax (13% payroll tax) about 5 % of population is uninsured EHIF purchases most of health care to insured, except ambulance care The collected funds are pooled centrally Pharmaceutical reimbursements and temporary sick leave benefits are administered centrally Health care services funds are allocated among four EHIF regions based on capitation 4
5 Purchasing process of EHIF EHIF s 4-year budget planning principles and EHIF s 4-year development plan Changes in health service prices and benefit package Pooling in EHIF EHIF s annual budget Capitation based allocations to EHIF regions Selection of partners Negotiations about contract volumes (regional basis) Annual capped cost and volume contracts; 5-year framework contracts for strategic hospitals, 3-year for others Quarterly contract, queue and budget monitoring and utilisation review Planning by specialities (running and next year perspective) Framework contract conditions negotiated and agreed among EHIF and Estonian Hospital Union or Estonian Society of Family Physicians Adjustments of contract if necessary
6 EHIF s 4-year budget planning principles and EHIF s 4-year development plan Pooling in EHIF EHIF s annual budget Capitation based allocations to EHIF regions BUDGET PLANNING Planning by specialities (running and next year perspective)
7 Budget planning 4-year budget planning principles Bases on MoF forecast on health insurance tax revenues Gives the forecast of the financial sustainability in 4-year perspective Sets priorities for expenditure side (expenditures are seen rather need than revenue driven) Basis for annual budget Establishment of the annual budget Priorities according to EHIF s development plan Has to be balanced, EHIF is not allowed to take obligations without budget to cover Budget for health care services: cases x average cost =amount Basis for contracting with service providers
8 BY LAW Solvency reserve EHIF reserves policy 6% of total budget To balance macroeconomic risks Needs government approval Risk reserve 2% of health insurance budgetto balance the risks of health insurance obligations Needs EHIF s supervisory board approval EHIF INITATIVE Surplus Difference between forecasted revenues and expenditures Needs EHIF s supervisory board approval (<30% of total surplus, <7% of previous period s health care services budget)
9 EHIF revenues, expenditures and reserves Source: EHIF,
10 Long term sustainability
11 Source: EHIF, EHIF revenues
12 EHIF s budget in 2012 Type of expenditures Budget (plan, million euro) % Health services % Prevention programs 7 1% Primary care 72 9% Specialist care % Long-term care 17 2% Dental care 19 2% Health promotion 1 0% Pharmaceuticals (out-patient) % Temporary sick leave benefits 88 11% Other monetary benefits 9 1% Other expenditures 16 2% Health insurance expenditures in total % EHIF administrative costs 8,0 1% Expenditures in total % Cost-control mechanisms apply Openobligations Source: EHIF,
13 CONTRACTING, TARIFF SETTING Changes in health service prices and benefit package Selection of partners Negotiations about contract volumes (regional basis) Annual capped cost and volume contracts; 5-year framework contracts for strategic hospitals, 3-year for others Quarterly contract, queue and budget monitoring and utilisation review Framework contract conditions negotiated and agreed among EHIF and Estonian Hospital Union or Estonian Society of Family Physicians Adjustments of contract if necessary
14 Contractingand tariff setting EHIF is not required to enter into a contract with all providers Financial part of the contract is negotiated annually Cost and volumes by specialties and by care types as outpatient,daycare, inpatient are negotiated Contract is agreed by quarters to ensure stability of care provision over the year Services provided over the contract volume are covered on certain conditions but only 30% of costs Health care service prices and benefit package is approved by Government Tariffs are same to all providers Mix of payment methods is used (DRG, FFS, capitation, P4P) In addition to cost-effectiveness analysis budget impact analysis has to be done for all changes in prices and benefit package -> no changes if there are no funds to cover that
15 Lessons learned from Estonia You can t spend money you don t have Full responsibility over spending Longer perspective budget strategy Mandatory reserves and ability to retain revenues that are not spent Control your expenditures Careful contract planning and monitoring with regular negotiations with providers Payment methods that support efficiency Transparent but regulated pricing IT systems are essential to support planning and monitoring process But, long term sustainability is a bit more than just controlling your expenditures 15
16 Thank you for your attention!
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