HEALTH CARE REFORM - GETTING READY FOR 2014
On June 19, 2013, the Minnesota Chamber of Commerce hosted a workshop on the new health care reform law. This presentation outlines what small employers need to know about the law changes.
Are You Ready for the Next Wave of Health Care Reform?Bret Clark
Practical overview of what employers should be doing to avoid ACA shared responsibility penalties; how to track full-time employees; ACA reporting requirements; analysis of developing health plan structures.
Are You Ready for the Next Wave of Health Care Reform?Bret Clark
Practical overview of what employers should be doing to avoid ACA shared responsibility penalties; how to track full-time employees; ACA reporting requirements; analysis of developing health plan structures.
Employee Benefits in the Obamacare World & How to Maximize Its ImpactJoseph Appelbaum
Are you struggling to understand Obamacare and how it impacts your company? Do you want to learn about how to use employee benefits as a recruitment and retention tool?
This presentation will provide valuable insight into employee benefits in the Obamacare world and how to maximize its impact. Under Obamacare, employers are offered the option to "pay or play." But, for most companies there is no choice—they must “play” in order to recruit and retain employees. This not only includes offering health insurance but also life, disability, and the whole spectrum of employee benefits.
Here you'll learn about the impact of Obamacare on the employee benefits mix and employer decision-making process, along with understanding the importance of insurance benefits as a mandatory piece of the total compensation puzzle.
I presented this topic in my class Presentation, so i shared them here, You can also reach to my blog to read these slide and complete Article at:
<a>http://digitaljhang.com/compensation-of-employees/</a>
Findley Davies' Ed Redder presented at Schneider Downs Not-For-Profit Symposium Health Care Reform and Compliance Challenges and Opportunities.
Discussion Points
- The importance of knowing who you are
- Employer Shared Responsibility
- Current regulatory obligations
- Future obligations
- Additional compliance challenges
A company offer a competitive compensation arrangement in order to attract, retain, and motivate a qualified CEO to manage the organization.
This Quick Guide examines the elements of executive compensation and the process by which the compensation committee establishes pay packages.
It examines the questions:
• What is the purpose of a compensation program?
• How do boards structure pay?
• What is the difference between expected, earned, and realized pay?
• How much do CEOs make?
• Are CEOs paid the “right” amount?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
International Compensation and Taxation by Pankaj BhatiaINSZoom
Pankaj Bhatia, Anuj Sarin, Sruthi Sagar Ananthachari, and Praveen Hebbale provide a basic understanding of mobility compliance drivers so we can engage/leverage the relevant internal/ external stakeholders.
Understanding the Affordable Care Act: Should You Pay or Play?EPAY Systems
The Affordable Care Act (ObamaCare) is upon us and there’s a lot to do in order to be ready for the employer mandate coming in Jan 2015. It starts with determining if you should pay or play. Jennifer Kraft, gives us an update of where healthcare reform stands now and how to calculate your real cost. She’ll also cover: what steps should you be taking right now to determine whether you should pay or play; how can you ensure that you’re minimizing the financial impact of the ACA on your business?
Jennifer Kraft of Seyfarth Shaw LLP, will review this pay or play mandate and ways employers can mitigate the financial impact, including:
◾Are you even subject to the Affordable Care Act and if you are, what are your options? Which employees must you offer coverage to or pay a penalty? What are the state exchanges and how do they work with the employer mandate?
◾How is the employer penalty calculated?
◾How will the expansion of eligibility for Medicaid in your state affect the employer penalty? How do you discover whether your state’s ruling will impact your employees and who you will need to provide insurance to?
◾If your employee hours vary (i.e., part-time and fluctuating schedule workers in industries such as retail, hospitality, and health care), how do you calculate your ACA liabilities?
◾What steps should you be taking right now to determine whether you should pay or play? How can you ensure that you’re minimizing the financial impact of the ACA on your business?
In addition, EPAY will briefly discuss how a time and labor management system can help you monitor and track the data required to make these decisions and manage the ACA on an ongoing basis. Automated tools from your time-tracking system, such as reports and alerts, will be critical to managing who is eligible and mitigating the risk of non-compliance. For more than 60 years, Seyfarth Shaw has been recognized as one of the “go-to” labor and employment firms for business by providing extraordinary, cost-effective results. EPAY Systems, Inc. has joined forces with Seyfarth Shaw to educate employers of distributed labor environments on how compliance risk can be minimized
.
On May 18, 2016, the U.S. Department of Labor (DOL) announced a final rule regarding overtime wage payment qualifications for the “white collar exemptions” under the Fair Labor Standards Act (FLSA).
The final rule increases the salary an employee must be paid in order to qualify for a white collar exemption. The required salary level is increased to $47,476 per year and will be automatically updated every three years. The final rule does not modify the duties test employees must meet to qualify for a white collar exemption.
Affordable Care Act: Preparing for the 2015 Tax ProvisionsSkoda Minotti
This presentation discusses issues that employers who will be subject to the Affordable Care Act must prepare for, including:
1. Determining which employees must be offered coverage
2. Analyzing payroll to determine the amount that can be charged to employees
3. Creating a record to respond to potential IRS assessments of excise tax
Employee Benefits in the Obamacare World & How to Maximize Its ImpactJoseph Appelbaum
Are you struggling to understand Obamacare and how it impacts your company? Do you want to learn about how to use employee benefits as a recruitment and retention tool?
This presentation will provide valuable insight into employee benefits in the Obamacare world and how to maximize its impact. Under Obamacare, employers are offered the option to "pay or play." But, for most companies there is no choice—they must “play” in order to recruit and retain employees. This not only includes offering health insurance but also life, disability, and the whole spectrum of employee benefits.
Here you'll learn about the impact of Obamacare on the employee benefits mix and employer decision-making process, along with understanding the importance of insurance benefits as a mandatory piece of the total compensation puzzle.
I presented this topic in my class Presentation, so i shared them here, You can also reach to my blog to read these slide and complete Article at:
<a>http://digitaljhang.com/compensation-of-employees/</a>
Findley Davies' Ed Redder presented at Schneider Downs Not-For-Profit Symposium Health Care Reform and Compliance Challenges and Opportunities.
Discussion Points
- The importance of knowing who you are
- Employer Shared Responsibility
- Current regulatory obligations
- Future obligations
- Additional compliance challenges
A company offer a competitive compensation arrangement in order to attract, retain, and motivate a qualified CEO to manage the organization.
This Quick Guide examines the elements of executive compensation and the process by which the compensation committee establishes pay packages.
It examines the questions:
• What is the purpose of a compensation program?
• How do boards structure pay?
• What is the difference between expected, earned, and realized pay?
• How much do CEOs make?
• Are CEOs paid the “right” amount?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
International Compensation and Taxation by Pankaj BhatiaINSZoom
Pankaj Bhatia, Anuj Sarin, Sruthi Sagar Ananthachari, and Praveen Hebbale provide a basic understanding of mobility compliance drivers so we can engage/leverage the relevant internal/ external stakeholders.
Understanding the Affordable Care Act: Should You Pay or Play?EPAY Systems
The Affordable Care Act (ObamaCare) is upon us and there’s a lot to do in order to be ready for the employer mandate coming in Jan 2015. It starts with determining if you should pay or play. Jennifer Kraft, gives us an update of where healthcare reform stands now and how to calculate your real cost. She’ll also cover: what steps should you be taking right now to determine whether you should pay or play; how can you ensure that you’re minimizing the financial impact of the ACA on your business?
Jennifer Kraft of Seyfarth Shaw LLP, will review this pay or play mandate and ways employers can mitigate the financial impact, including:
◾Are you even subject to the Affordable Care Act and if you are, what are your options? Which employees must you offer coverage to or pay a penalty? What are the state exchanges and how do they work with the employer mandate?
◾How is the employer penalty calculated?
◾How will the expansion of eligibility for Medicaid in your state affect the employer penalty? How do you discover whether your state’s ruling will impact your employees and who you will need to provide insurance to?
◾If your employee hours vary (i.e., part-time and fluctuating schedule workers in industries such as retail, hospitality, and health care), how do you calculate your ACA liabilities?
◾What steps should you be taking right now to determine whether you should pay or play? How can you ensure that you’re minimizing the financial impact of the ACA on your business?
In addition, EPAY will briefly discuss how a time and labor management system can help you monitor and track the data required to make these decisions and manage the ACA on an ongoing basis. Automated tools from your time-tracking system, such as reports and alerts, will be critical to managing who is eligible and mitigating the risk of non-compliance. For more than 60 years, Seyfarth Shaw has been recognized as one of the “go-to” labor and employment firms for business by providing extraordinary, cost-effective results. EPAY Systems, Inc. has joined forces with Seyfarth Shaw to educate employers of distributed labor environments on how compliance risk can be minimized
.
On May 18, 2016, the U.S. Department of Labor (DOL) announced a final rule regarding overtime wage payment qualifications for the “white collar exemptions” under the Fair Labor Standards Act (FLSA).
The final rule increases the salary an employee must be paid in order to qualify for a white collar exemption. The required salary level is increased to $47,476 per year and will be automatically updated every three years. The final rule does not modify the duties test employees must meet to qualify for a white collar exemption.
Affordable Care Act: Preparing for the 2015 Tax ProvisionsSkoda Minotti
This presentation discusses issues that employers who will be subject to the Affordable Care Act must prepare for, including:
1. Determining which employees must be offered coverage
2. Analyzing payroll to determine the amount that can be charged to employees
3. Creating a record to respond to potential IRS assessments of excise tax
An Employer's Obligations & Opportunities Under The Affordable Care ActMcKonly & Asbury, LLP
The presentation will concentrate on employers with 50+ employees and focus on the following: What is an “Applicable Large Employer”; Calculating the number of fulltime employees eligible for coverage and how to determine when coverage begins; Measurement periods for on-going and variable hour employees; Does their health plan provides “minimum” and “affordable coverage.”
Ted Ginsburg, CPA, JD from Skoda Minotti's Employee Benefits group provides an update on the Affordable Care Act (ACA) for employers who were not subject to it in 2015, but are facing IRS filing requirements moving forward.
There is a lot of confusion and misunderstanding about what the Affordable Care Act (Obamacare) is and how it will affect your business and employees. It is important to learn how it relates to you, your employees and your business. There are many moving parts and there are changes ahead. Our blog series and webinars will describe what the Affordable Care Act is "in plain English" and keep you up to date on the latest information.
Implementing Health Care in 2014: It’s Far More Than Just a ‘Pay or Play’ Decision
On June 19, 2013, the Minnesota Chamber of Commerce hosted a workshop on the new health care reform law. This presentation outlines what small employers need to know about the law changes.
The Affordable Care Act (“ACA”) is currently effective for employers who had 100 or more full time equivalent employees (FTEs) in 2014. Employers who have 50 or more FTEs in 2015 will be subject to the ACA on January 1, 2016
Healthcare Reform – The State of the Union AlphaStaff
Participants will be brought up to date on implementation of the Affordable Care Act’s provisions. What’s been implemented in 2012 and what’s on the way for 2013 and 2014. Employers will learn about the pre-existing condition, claims and appeals, automatic enrollment and “play or pay” provisions of the law. Presented by Jackson Lewis.
Middle Tennessee Society for Human Resource Management and Bass, Berry & Sims invite you to attend a Legal Education Workshop on ACA Reporting and Confidentiality Agreements. Please join us for a presentation regarding the newly released IRS Forms 1094 and 1095, including which employers are subject to the reporting obligation, the information those employers will need to collect in 2015, and the ACA reporting deadlines; as well as, a discussion of the most conspicuous documents that companies should be reviewing and updating, now, to avoid scrutiny; such as, employee handbooks, codes of conduct and severance agreements. This promises to be a lively and interactive discussion.
Please note: Seasonal employees ARE counted in the calculation for FTEs for the month that they work. However, if they work less than 120 days and cause the 50 FT threshold to be breached, then the employer is not considered a large employer.
Get ready for the Affordable Care Act. The light you see is the oncoming train!
Lot's of things happening, not too many answers and it will take a few years to flesh it all out.
Business leaders across the state weighed in on their priority concerns during our Statewide Policy Tour. Their message was clear: Recent changes in legislation make it harder to be successful in Minnesota. They continue to face recurring problems in such areas as workforce, permitting, health care and labor.
A full analysis from our policy team on how the actions of the 2014 Legislature will affect your bottom line, and an early preview of what issues are anticipated for the 2015 Legislature.
A New Model to Support Emerging Businesses. Minnesota Chamber Grow Minnesota Program and local chamber partners offer business assistance to help businesses stay and grow in this state.
The Minnesota Chamber’s course for 2014 is set! We will aggressively advocate for the priorities of the statewide business community at the Legislature. The united voice of Minnesota businesses is more important than ever given the current political environment. Your engagement is essential to help keep our businesses competitive in the global economy. Our Priority issues for the 2014 legislative session include: Tax relief (specifically B2B taxes), Education and Workforce, Transportation, Environmental Regualtions & Minimum Wage.
Last year’s tax changes were not favorable to Minnesota businesses. Instead of running from these changes, learn how you can embrace them and minimize the impact they will have on your own business.
Joel Germershausen, cpa & manager, Baker Tilly Virchow Krause, LLP
Nick Marshall, manager, Baker Tilly Virchow Krause, LLP
Immigrants are contributing to both the development and growth of our state’s economy. Their role in replacing retiring workers and supporting business growth is particularly important. Learn about their contributions and how you can make this growing and productive workforce part of your business.
Many companies struggle with how to scale and continue growth. They try replacing people, changing comp plans and various kinds of solutions to no avail. This session will focus on six factors that every sales organization needs functioning correctly in order to optimize and grow sales: growth strategy, people, process, measurement, rewards and recognition, execution and sales management. Learn how you can implement these six factors into your sales organization to stimulate growth.
Doug Baker, prominent chairman and CEO of Ecolab, shares the story of Ecolab and a provides a formula for Minnesota to achieve a successful environment for Businesses to thrive.
While some manufacturers have had record years, and in some respects, helped to jump start the economic recovery, the outlook may be cloudy. Manufacturing is weakening in Minnesota, and across the nation, according to a closely watched Creighton University Index. Presented at the Minnesota Chamber Manufacturers Summit on October 23, 2012
Are you certain you know how Minnesota employers feel about the most important issues facing the state? For the 9th consecutive
year, the Minnesota Chamber of Commerce has partnered with Himle Rapp & Company to conduct the Business Barometer, a comprehensive look into the opinions and concerns of Minnesota business owners and managers. Join us to learn what business is saying and don't be shy about asking for the stories behind the survey results.
Todd Rapp, president, Himle Rapp & Company
When you are thinking of growing your business, are you thinking over the border? Learn about the opportunities available to businesses in Minnesota for doing business in Canada and Mexico.
Ana Luisa Fager, consul general of Mexico, St. Paul;
Michael Flaherty, senior trade commissioner, Consulate General of Canada
Like it or not, social media has become the norm. Social Media sites such as Facebook, Twitter and LinkedIn, as well as other informationsharing sites and blogs have forever changed the way people communicate. Employers need to recognize that their employee's personal use of these social networking websites - whether or not the employer permits personal use of these websites at work - is rife with these potential employment issues and other legal exposures, such as potential claims or employee harassment, unfair labor practices and unauthorized disclosure of statutorily-protected information about the company, its customers and employees. This session will address how employers can avoid exposure arising from such risks and how employers need to protect themselves.
Stuart R. Buttrick, partner, Faegre Baker Daniels LLP
Joel Patrick Schroeder, associate, Faegre Baker Daniels LLP
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Implementing Health Care in 2014: Guide For Employers Over 50
1. HEALTH CARE REFORM
GETTING READY FOR 2014
1
Minnesota Chamber of Commerce: Large Employer Panel
June 19, 2013
Maureen M. Maly, Partner Nicole O. Fallon
Benefits & Executive Compensation Health Care Consultant Manager
FAEGRE BAKER DANIELS LLP CLIFTONLARSONALLEN
2. The ACA
► Signed into law March 2010, is the law of the land today
► Applies to all businesses in the US, including governments
► Requires almost all individuals to obtain health insurance
coverage or pay a penalty
► Establishes health insurance exchanges (state or federal)
► Employers with at least 50 full-time + FTE employees may have
to pay a penalty, if they don’t offer full-time employees
affordable, minimum level health insurance after 1/1/2014
► Implementation details continue to be outlined through the
issuance of new regulations, guidance, and FAQ documents
from IRS, HHS, DOL
2
3. Variables Affecting Costs for Employers
► State where business is operated & employee resides
► State vs. Federal Exchange
► Medicaid Expansion
► Employer premium deductibility vs. non-deductible penalty
► Offer vs. don’t offer health insurance today
► Number of FT employees
► % of FT employees who enroll vs. don’t enroll in employer
coverage
► Wages of workers
► Employer contribution, if any, toward employee premiums
3
4. 2014: Individual Mandate
► Individual mandate to obtain health coverage: Beginning in 2014,
most individuals must obtain a minimum-level of health insurance coverage or pay
a penalty
► Minimum essential coverage includes:
► Medicare, Medicaid, TRICARE
► Insurance purchased through an Exchange, or the individual market
► Any employer-sponsored coverage
► Grandfathered plans (group plan in effect on 3/23/2010)
► Penalties for failure to obtain coverage:
► In 2014: greater of $95 or 1.0% of income
► In 2015: greater of $325 or 2.0% of income
► In 2016: greater of $695 or 2.5% of income
► Penalty is capped at three times the per person amount for a family
► Assessed penalty for dependents is half the individual rate
Hardship exemption
Premium cost for lowest
cost plan > 8% of
Household Income
4
5. 2014: Government assistance to help some
individuals obtain coverage
► Medicaid expansion: Expands eligibility to
individuals and families up to 133% of the federal
poverty level (FPL) or Modified Adjusted Gross Income
(MAGI) of 138% of FPL
► If cost effective, states can opt to subsidize employer-
sponsored premiums for this group
► Premium tax credit assistance: Individuals and
families with household income of 100 - 400 % FPL
may be eligible for sliding-scale assistance to help pay
premiums
► Cost sharing assistance: Those earning between
100-250% FPL are also eligible for out-of-pocket
reductions to help with cost sharing (e.g., maximum
out-of-pocket, deductibles, co-payments)
138% FPL
Individual =
$15,856
Family of 4 =
$32,499
400% FPL:
Individual=
$45,960
Family of 4=
$94,200
5
6. Cost Sharing Subsidies
► Federal government will pay insurers to reduce the cost sharing
for individuals:
► Enrolled in a silver-level plan through an Exchange and
► Whose household income is between 100-250% FPL
► Reductions don’t apply to benefits not included in the federal
definition of “essential health benefits”
6
Household income
as % of FPL
Cost sharing
reduction
100-200% FPL Two-thirds
200-250% FPL 50%
8. Employer Shared Responsibility Rule
An applicable large employer must offer affordable health
coverage that offers minimum value to at least 95% of its full-
time employees, or else be subject to an assessable penalty
8
10. What Coverage Must Be Offered?
10
► Coverage must be affordable
► Coverage must offer minimum value
► Coverage must provide minimum essential coverage
11. Who Is An Applicable Large Employer?
► Generally, must employ average of at least 50 full-time
employees on business days in the preceding calendar year
11
12. Who Is An Applicable Large Employer? (cont’d)
► Determination of full-time employees includes certain
assumptions for part-time employees
► Determination is made on controlled group basis
► Certain excludable workers (partners, non-employee Board of
Directors)
12
13. Applicable Large Employee –
Who Is An Employee?
► IRS common law standard applies
► Partners, non-employee Board members, other
non-employees excluded
► Seasonal workers
► Leased employees
► PEO-employed workers
13
14. Applicable Large Employee –
Steps for Calculating Number of Employees
► Review actual hours of service for preceding calendar year for
each month (employee is considered full-time if had at least 130
hours of service for that month, the equivalent of 30 hours per
week)
► Determine for each month the number of full-time employees
► Add the full-time employees to the number of full-time
employees for that month
► Add totals together for all 12 months and divide by 12 (rounding
down)
14
15. Applicable Large Employee –
Seasonal Workers
► Seasonal workers generally taken into account in calculations
► Special exception if seasonal workers during limited portion of
calendar year are what puts the employer over 50
15
16. Applicable Large Employee –
Leased Employees
► Leased employees do not count as employees of the recipient if
the leasing organization and not the recipient is the common law
employer of the leased employees – this would, in many
instances, not be the case for many types of temporary or
leased employees
► For example, under PEO arrangements, the worksite employer
is typically the common law employer of the employees
16
17. Is Employer Better Off Paying Or Playing?
► This will be an individualized decision, that will vary from
employer to employer and industry to industry
► Financial issues
► Competitive issues
► Paternalistic issues
► Remember that assessable penalties are not deductible
17
18. To Whom Must Coverage Be Offered?
► At least 95% of full-time employees
► The pay or play mandate applies separately to each applicable
large employer member of a control or affiliated service group
► An applicable large employer that provides coverage to
employees is subject to different assessable penalty if coverage
is not affordable or does not provide minimum value (and an
employee qualifies for a Section 1411 certification)
18
19. Pay With Some And Play With Others?
► This is not likely to be a practical solution
► The employer must offer coverage to at least 95% of full-time
employees to avoid an assessable penalty
► If the employer does not meet that standard, its assessable
penalty is based on the total number of
full-time employees, whether or not offered coverage
19
20. May Groups be Excluded?
► Employer will need to analyze any groups that are currently
excluded from coverage to determine whether/how it might
affect the 95% rule
► Part-time (and how that category is defined)
► Seasonal
► On-call
► Bargaining unit
► Limited or defined term employees
20
21. May the Health Plan Exclude Part-Time
Employees?
► Yes, but the employer will need to evaluate how
part-time is defined to make sure no “full-time” employees are
unwittingly being excluded
► For example, a typical health plan provision might exclude
employees who are not regularly scheduled to work 30+ hours
per week
► The threshold for full-time status for these purposes, however, is
working “on average” 30+ hours per week
21
22. Penalty Strategy Components
► Defining FT employees
► Optional look-back measurement period
► Capping hours to reduce #s of FT employees
► Impact of waived on bottom line
► Employee wage level
► Implications of over/under 400% FPL
► Minimum value & affordability
► Where is best place to spend benefit dollars (e.g., premiums,
HRA/HSA contributions, etc.)
► Employer contribution level: Is it advantageous to make coverage
less affordable?
► State decisions about Medicaid expansion & exchanges
22
23. What Is The Look Back Measurement Method?
► This is a method, prescribed by proposed regulations, of
determining the full-time status of ongoing employees and new
variable hour and seasonal employees
► Looks back at an employee’s average hours of service over a
selected period of 3-12 months (the “measurement period”) to
see if the employee averaged at least 30 hours per week
23
24. What Is The Look Back Measurement Method?
(cont’d)
► If the employee averaged 30 or more hours per week during the
measurement period, the employer must offer coverage to the
employee for a subsequent period (the “stability period”) of 6-12
months (and no shorter than the measurement period)
► Option to have a brief “administrative period” (no longer than 90
days) between two periods to make determinations
24
Measurement Period
Admini-
strative
Period
Stability
Period
25. What Is The Look Back Measurement Method?
(cont’d)
► This method can be used for ongoing employees, and for new
variable hour or seasonal employees
► An “ongoing” employee is someone employed for at least one
standard measurement period
► Method cannot be used for new employees who are not
variable hour or seasonal
► Proposed regs contain many special rules and requirements for
using this method for ongoing employees (e.g., special rules for
teachers, etc.)
25
26. Addressing Common Categories
► Seasonal
► Variable hour
► Teacher/faculty
► Rehires/resumption of service
► Direct hire temporary/defined term employees
26
27. Can Employer Exclude A Class Of Employees?
► Technically possible, but must satisfy 95% rule
► 95% level chosen primarily to give cushion for mistakes, not so
much for excluding specific class, so there is not much margin
for error
27
28. Coverage To Be Offered
► Minimum essential coverage
► Minimum value
► Affordable
28
29. Minimum Essential Coverage
► Substantial rules for demonstrating that insurance programs
meet minimum essential coverage
► For employer group health plans, proposed regulations indicate
that minimum essential coverage will be deemed to be met
► Self-funded need not offer minimum essential
benefits...but, must meet minimum value to avoid all penalties
29
30. Minimum Value
► Generally, plan must cover 60% of expected costs of “typical
plan”
► Regulatory agencies believe most employer plans meet this
standard currently
► Online minimum value calculator
► Online minimum value calculators/tools
► HHS/CMS – http://cciio.cms.gov/resources/regulations/index.html
► IRS (coming soon)
► Features checklist
► Actuarial certification
30
31. Affordable Coverage
► Generally, employee’s premium/contribution for the lowest cost
self-only coverage may not exceed 9.5% of household income
► Due to lack of information regarding employee household
income levels, proposed regulations offer several Safe Harbors
for affordability determination
31
32. Affordability Safe Harbors
► Form W-2 Safe Harbor
► Rate of Pay Safe Harbor
► Federal Poverty Line Safe Harbor
32
33. Form W-2 Safe Harbor
► Employee’s required contribution for a calendar year for the
employer’s lowest cost self-only coverage that provides
minimum value (for the entire calendar year) does not exceed
9.5% of the employee’s W-2 wages from the employer for the
calendar year
► Additional regulatory details on how this calculation is made,
including how to adjust for partial year offer of coverage
33
34. Rate Of Pay Safe Harbor
► Employee’s required contribution for the month for the
applicable large employer’s lowest cost self-only coverage that
provides minimum value does not exceed 9.5% of an amount
equal to 130 hours times the employee’s hourly rate of pay as of
the first day of the coverage period
► For salaried employees, it is monthly salary instead of 130
hours per month
34
35. Federal Poverty Line Safe Harbor
► Employee’s required contribution for the calendar month for the
applicable large employer’s lowest cost self-only coverage that
provides minimum value does not exceed 9.5% of a monthly
amount determined as the Federal Poverty Line for a single
individual for the applicable year, divided by 12
35
2013 FPL for single person = $11,490
9.5% of $11,490 = $1091.55/year or $90.96/month
37. Calculation of Assessable Penalty
► No insurance penalty =
► $2,000 for each full-time employee after the first 30
► Also applies if coverage offered to < 95% of full-time employees
and their dependent children < 26 years old
► The “first 30” exclusion is apportioned among members of a
controlled group
► Inadequate coverage offered penalty: If coverage offered but
fails the applicable standards, $3,000 times the number of
employees who receive a Section 1411 certification
37
39. Case Studies
39
Case Study#1 Case Study #2 Case Study #3
Facility type Non-profit SNF For-profit CCRC SNF + AL
Size 85 beds 180 Bed SNF 77 Bed SNF
# of employees 79 FT employees 1922 FT employees 284 FT Employees
Employer contribution to
single coverage (% of total) $7,632/year (85%) $4,030/year (81%) $5,090/year (66%)
Currently waived employees 34% (or 27 FT employees) 31.3% (or 603 FT employees) 57.7% (or 164 FT employees)
# of Medicaid eligible O FT employees 10.7% (206 FT employees) 6% (17 FT employees)
# of Exchange subsidy eligible
26% of FT employees (21 of 79 FT
employees), many would pay less
in the Exchange vs. ESI
3.1% of full-time employees (59 FT
employees), many would pay less in
the Exchange vs. ESI
74.3% of full-time employees (211
FT employees), most would pay
less in the Exchange vs. ESI
Impact of ACA Estimated to pay 11% less Estimated to pay 25% more Estimated to pay 12.7% more
Cost drivers
1. Number of waived employees
that will now enroll in ESI
2. Few subsidy eligible employees
(many of whom currently waive ESI)
because FT employee contribution
is affordable for most so most
employees would enroll in ESI
The increased cost is the result of
the fact that as a for-profit they
benefit from the deductibility of
health insurance premiums today
but because of the high number of
employees who would be eligible
to receive subsidies in the
Exchange, the company would
incur $508K in penalties that are
not deductible.
40. Employer Health Insurance & Penalty (HIP) Costs
Impact of Employer Health Insurance Reforms HEALTH REFORM SUBSIDIES IMPACT ON HEALTH COSTS
Full-Time Employees 115 (20 Insured / 95 Waived) One-Off Hospitality Today's 2014 Offer 2014 Drop/
Total Staffed 382 (6 PT Insured/261 PT No ESI) ($000s) Cost Coverage Don't Offer
2014 PPACA FTEs 252 Baseline Premium Cost 62$ 62$ 62$
HEALTH REFORM KEY DRIVERS 2012-2014 Premium Increase (9.0% / Yr) - 12 12
Today's Single Coverage Employer Premium Cost Pre-Reform Projected Premium Cost 62 74 74
Average Single Employer Cost 2,400$ TaxAdjusted Premium Costs 40 48 48
Employer Contribution % 39% PLUS: Additional Reform Impact
Medicaid Eligible Employees Previously Waived FT Employees - 211 -
Total FT Medicaid Enrollees 23 Penalty: Subsidy Eligibles & ESI - 170 -
Employer Estimated Cost Savings 6$ ($000s) Health Reform Increased Cost - 381 -
Employer Unaffordable Coverage Penalty
Subsidy Eligible Full-Time Employees 79 LESS: Previous Premium Liabilities
Subsidy ($3,000) 3$ Medicaid Employee ESI - (6) -
Estimated Subsidy Penalty 237$ ($000s) Subsidy Eligible FT Employees ESI - (225) -
% Total Full-Time Employees 68.7% Health Reform Decreased Cost - (231) -
Employer No ESI Insurance Penalty No Minimal Essential Coverage
Total Full-Time Employees 115 Less: 2014 Inflation Adjusted HC Cost - - (74)
Less: 30 Employees (30) Plus: Subsidy Eligible Penalty - - 170
Adjusted Full-Time Employees 85 Health Reform No ESI Cost - - 96
No Insurance Penalty ($2,000) 2$ Post Reform HC Costs 62$ 224$ 170
Estimated Subsidy Penalty 170$ ($000s) HC Cost Change to 2014 Projected 150$ 96$
2014 Pre Reform Projected HC Costs 48$ ($000s) % HC Cost Change to 2014 Projected 203% 130%
Estimated Net Cost (122)$ ($000s) Tax Adjusted HC Costs 40$ 205$ 170
Sample Organization
40
41. 2014 Coverage Breakdown
We estimate 69% of your full-time employees will be
eligible for Exchange subsidies, 20% for Medicaid,
and the remaining 11% enrolled in ESI.
23 , 20%
79 , 69%
13 , 11%
Post Reform ESI
FT Employee
Mix
Medicaid
Eligible
Subsidy Eligible
ESI Coverage
41
44. Wellness Programs
► Substantially the same as prior regulations, but
► Awards may be up to 30%
► Additional 20% if related to smoking
44
45. Other Changes
► Out-of-pocket limit for all plans (except grandfathered) – mirrors
HSA limits ($6,350 self/$12,700 family for 2014)
► Removal of pre-existing limitation
► 90-day waiting period
► Coverage of clinical trials for routine cost (except for
grandfathered)
► Reinsurance contributions
► Applies for 2014, 2015 and 2016
► Approximately $60.00 per covered individual for 2014
45
46. Other Changes (cont’d)
► Auto-enrollment
► Applies to employers with more than 200 FT employees
► Notices
► Exchange notice – model just issued
► IRS reporting – begins in 2015; key to penalty assessment
46
47. Other Resources
► FaegreBD Beyond Health Care
Reform Blog (please subscribe!)
http://beyondhealthcarereform.com
► FaegreBD Health Care Reform Q/A (posted on
www.FaegreBD.com)
► www.dol.gov/ebsa.healthreform
► www.irs.gov/uac/Affordable-Care-Act-Tax-Provision
► www.whitehouse.gov/healthreform
► www.healthcare.gov
47
48. Questions?
4852274069
Maureen M. Maly Nicole O. Fallon
Partner Health Care Consultant Manager
FAEGRE BAKER DANIELS LLP CLIFTONLARSONALLEN
612.766.7916 612.376.4843
maureen.maly@FaegreBD.com nicole.fallon@cliftonlarsonallen.com
http://beyondhealthcarereform.com www.cliftonlarsonallen.com/HIP