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Franklin projects 10.2% premium increase, adds urgent‑care contract and reports strong early clinic use
Summary
District staff told the board a projected 10.2% health‑insurance premium increase next year and outlined direct contracts with ATI and other partners, a new Freigher Fast Care urgent‑care agreement, Samaritan catastrophic coverage, and early wellness‑clinic metrics (106 visits in March, high patient satisfaction).
District administrators presented a comprehensive update on employee health benefits and the district wellness clinic. Staff said the district projects a 10.2% premium increase next year; employees will continue to pay a 5% share of that increase. The presentation described current plan design (high‑deductible options with Garner HRA reimbursement pathways), and staff noted that direct contracting with providers — ATI Physical Therapy, Regenics, MDI, and Midwest Orthopedics — produced measurable cost avoidance compared with average rates.
Administrators reported increased utilization of direct partners (ATI usage up ~8%, others showing larger percentage increases) and described a new direct contract with Freigher Fast Care to provide urgent‑care access with weekend and evening hours at four locations; the district will pay $79 per employee visit only if used. Staff also summarized a Samaritan fund option that provides a pre‑paid coverage path for employees with catastrophic diagnoses so that out‑of‑pocket costs are eliminated for qualifying individuals.
Wellness clinic data through March were presented: 106 visits in March (89 unique patients), 70 new patients in March, 3.4 services per visit on average, and a Net Promoter Score of about 75–77. Clinic staff reported that 25% of visits were labs, 21% preventative, 21% acute, and that chronic‑care management is the intended long‑term focus. Administrators said Garner HRA reimbursement use has been substantial and that increased utilization affects next‑year projections.
Board members asked about employee messaging, options for presenting contract or premium alternatives, and the potential to tweak plan design; staff said they will continue outreach (road show), monitor utilization, and consult vendors to manage stop‑loss and premium projections. Administrators noted they will provide more detailed recommendations and continue tracking clinic and direct‑partner metrics to evaluate long‑term cost impacts.
