The information presented in this article is intended only as an overview. Because this is a new plan for 2009 and because it is different than others plans offered by the university, it is important to visit the HDHP Web page at www.indiana.edu/~uhrs/benefits/2009/hdhp.html to read and understand the plan provisions and tax features before enrolling.
The HDHP plan (High Deductible Health Plan) combines comprehensive medical coverage, a tax-advantaged savings account, and Health Risk and Biometric Assessment features.
Just like other IU-sponsored medical plans, the HDHP PPO provides comprehensive medical coverage and access to high-quality health care through Anthem’s provider network. The plan pays a large part of medical costs after the deductible is met, and employee expenses are limited to an annual out-of-pocket maximum. The HDHP PPO does have a higher deductible; however, the deductible is offset by university and employee contributions to a health savings account.
The Medical Savings feature is an HSA: health savings account. The university makes a contribution to the savings account, and the employee can decide whether to make contributions above a required minimum. Unused money at the end of each year remains in the account. The university pays the monthly banking fees for the savings account.
IRS Qualifying Requirements
The IRS requires certain qualifications in addition to the university’s eligibility requirements. The HDHP Web page contains the list of specific qualifications such as, citizenship, existing health coverage, and tax-dependent status.
HDHP PPO Highlights
- The plan is a comprehensive medical plan covering medical, prescription, behavioral health, and organ transplant services with no limitations for pre-existing conditions.
- The plan deductible is $1,150 for employee-only coverage and $2,300 when one or more family members are covered. The deductible works differently than the IU PPO $900 Deductible Plan.
- Once the deductible is met, the plan pays 80 percent of in-network medical costs, including prescriptions and behavioral health services.
- Copays are limited by an out-of-pocket maximum.
- Preventive services are covered at 80 percent. No deductible applies.
Medical Savings Highlights
- Enrolling in this plan authorizes JP Morgan Chase to open a health savings account in the employee’s name.
- The university makes a $250 contribution to the savings account for employee-only coverage and $500 when one or more family members are covered.
- The employee makes a $250 required minimum contribution and decides whether to make additional contributions up to the IRS-allowed maximum:
- $3,000 for employee and $5,950 for one or more family members (an additional $1,000 for employees 55 or older)
- Investment options are available for a balance of at least $1,000 or more.
- Contributions and interest/investment earnings can be used tax-free for medical expenses.
- The account balance rolls over year to year, even upon separation from IU.
- TSB and/or HRA accounts can only be used for dental and vision expenses and certain medical expenses after the HDHP deductible is met.
Health Risk and Biometric Assessments
- Health Risk Assessments consist of a Web-based health risk evaluation, with online interventions for current and potential medical problems. The program includes outbound calls to members for assistance with managing current and potential diseases.
- Biometric Assessments establish a baseline for basic medical factors (blood test for sugar, cholesterol, etc., and blood pressure measurement), either through on-campus tests or through the employee’s primary care provider.
- 24-Hour Nurse Line is available to plan participants.
Online enrollment is required for those electing this plan. An Open Enrollment system will be available in Benefits Self Service for a limited time—November 3 to 14. Instructions on accessing this system through OneStart will be sent to employees by email (or campus mail for employees without email). Those without Web access who wish to enroll in the IU HDHP PPO & Medical Savings Plan may contact a campus Human Resources office for assistance.
An online Open Enrollment system will be available for a limited time this year through Benefits Self Service on the Web. (Paper enrollment forms will still be available in mailed packets.) Details on how and when to enroll online will be sent via email. Employees without email will receive instructions by campus mail.
Each year following Open Enrollment, employees should take time to verify that their benefit elections are accurately recorded.The tools outlined below are available to facilitate a review of benefits elections.
- Employee Self-Service/Benefits allows employees to review (1) a summary of all benefit elections as of a given date and (2) dependent and beneficiary information. Additionally, a detailed breakdown of all deductions is available in the View Paycheck option. To access Benefits Self-Service log into OneStart at onestart.iu.edu. The self-service options are available nearly 24 hours a day, 7 days a week.
- At the conclusion of Open Enrollment, each employee will receive an enrollment statement summarizing the plans for which s/he is enrolled. Employees who enroll via the online Self-Service function will receive an e-mail summarizing their selections.
- Periodically, full-time employees receive a Total Compensation Statement that summarizes benefit elections and contribution amounts.
Employees can use these tools throughout the year, but they are strongly encouraged to conduct such a review when changes are made to benefit elections. If problems are identified, please contact a campus Human Resources office.
Flexible work schedules in the form of flextime, compressed workweeks, and telecommuting have been part of the university’s work life for a long time. Today, with the high cost of gasoline and commuting expenses, alternatives for structuring the workweek are receiving renewed attention.
In general, flexible work schedules allow employees and supervisors options in determining when and where work gets done outside of the traditional 8 to 5, Monday through Friday arrangement. It is acceptable for a department to have different work schedules for different employees based on the requirements of their work.
Flextime. Flextime permits flexibility in arrival, departure, and lunch times, frequently with a designated set of core hours each day during which all employees must be present. For a full-time position, 40 hours of work over a five-day week are still required, but when the employee works those hours is flexible. Each department can determine when a workday can start and end, and how often employees can change their start and end times (daily, weekly, annually, or any other established time frame).
Compressed workweek. In a compressed workweek, 40 hours of work are compressed into fewer than five full days, for example, four 10-hour days with Friday or Monday off. Other variations, such as Wednesdays off or four 9-hour days and one 4-hour day are also possible, particularly when necessary to meet the needs of the department. To be a viable alternative, the compressed workweek requires a department to be able to schedule employees and still maintain its customer service levels.
Telecommuting. Telecommuting allows for some or all of an employee’s work to be performed at an off-site location, usually the employee’s home. Telecommuting works best in jobs in which the work can be performed independently with little or no requirements for face-to-face interactions with customers or colleagues, nor for material that is found only at the office. In a telecommuting work schedule, it is common for the employee to be in the office for an established portion of the workweek or for certain activities or events.
Supervisors and employees who are considering a flexible work schedule should first become familiar with the university’s Alternative Work Schedules policy at www.indiana.edu/~uhrs/policies/nonunion/4.0/4.5.html and Telecommuting Guidelines for Staff at www.indiana.edu/~uhrs/relations/telecommute.html. In addition to factors mentioned elsewhere in this article, departments must consider its productivity needs, the employee’s performance record, effectiveness of available communication systems, cost of additional equipment, recordkeeping requirements and tools, and workplace safety requirements.
Contact a campus Human Resource office to develop specific terms and conditions for the schedule that will work best for the circumstances.