|
>View discussions about this entry Country: United States
Organization: Working Today - Freelancers Union
Focus of activity - Policy/institutional change
Year the initiative began (yyyy) - 1995
Positioning in the Mosaic of solutions
Define the innovation - What is the main focus (product, services, etc) of your innovation? Who are the primary beneficiaries? How does it make health and/or health care more affordable, accessible, and simpler to achieve/use? How does it differ from what currently exists in the market? 2. New Plan Design
Once the new delivery model was in place, we realized we needed to create new products beyond what the insurance companies are willing to offer. Moving up the spectrum of insurance activities, Working Today plans to increasingly take on risk in order to have greater flexibility in designing insurance products. Our plans will combine insurance to protect against unforeseen events with new networks of practitioners. These network offerings will feature a menu of discounts, to let members tailor a plan to their budget, lifestyle, and health care needs. We are building a network of alternative health care providers to address the many structural issues of traditional provider networks. These systemic problems directly impact the quality of patient care: The discount network will be a new model for providing comprehensive, affordable care. And, by shouldering more of the activities traditionally done by insurance carriers, Working Today can experiment with different means of payment and billing, extend eligibility, and expand to cover other kinds of care. Context for Disruption: - Describe how your innovation is transforming traditional health or related systems in the short and long term. There are two parts to Working Today’s disruptive innovation:
1. New Delivery System 2. New Plan Design (See “Context for Disruption”) Working Today’s primary innovation has been to create a new benefits delivery model beyond the employer-based system. We provide health benefits to independent workers, who otherwise have no practical alternative, through the Portable Benefits Network (PBN). With the PBN, benefits are attached to the individual, not the employer. This way, independent workers can maintain their benefits as they move from job to job. The PBN solves the problem of insurance for independent workers, who make up the largest group of working uninsured. Without a single long-term employer, they lack access to employer-based benefits. At the same time, most earn too much to qualify for public programs, but earn too little to afford individual plans, which range from $500 to $1,100 per month in New York State. The PBN enables these workers to access group rates, so the premiums are less than one-third of the price of those they would purchase on the individual market, ranging from as low as $127 a month. The PBN now covers over 15,000 individuals in New York, two thirds of whom were previously uninsured or on temporary coverage. Delivery Model - How does your innovation reach its target populations? What mechanism(s) (e.g., communications, distribution channels, etc.) do you have in place? What is your current market penetration? How do you measure this? Our delivery model is driven by technological innovations, allowing us to reach increasing numbers of members:
• Technological infrastructure: Our paperless systems are custom-built and highly scalable. Thanks to this initial investment, as our record-keeping, enrollment, and administrative activities increase, our technological systems already in place will handle the higher volume of activity. • Viral and word of mouth: Most of our referrals come through word of mouth, as independent workers are a networked group and routinely share information and advice. They swap information about our services in-person and online, and our membership numbers continue to snowball. • Associations in the field: Working Today partners with 45 other arts and professional organizations nationwide, in order to reach an extended network of independent workers. • Advertising: We frequently mount our eye-catching and highly effective advertising campaigns in the subways of New York City. As our national expansion continues, we will replicate our advertising in other important markets nationwide, through print, radio, and local sponsorships. • PR: Working Today receives great press coverage nationwide, and we are often sought out in articles on the emerging independent workforce. • Bloggers: Working Today’s own blog is part of a larger blogging strategy. We are one voice in the online conversation. Bloggers frequently link to related content, and this informal network reaches many freelancers who blog, as well as their audiences. Key Operational Partnerships - What key partnerships have you established to make your disruptive innovation model possible? Who are your partners (business, social, government, other) and what are their roles? How central are these partnerships for your initiative. • Associations, guilds, and unions: These organizations have helped us vet the model as it has grown. Workers who seek out these groups are often highly connected “early adopters,” aware of their needs, and have been instrumental in our growth.
• Community and advocacy organizations: Our members are connected to their local communities and are active in political and advocacy issues. We have partnered with these organizations to drive forward policy innovations that sustain new experiments in benefits delivery and design. • Insurance company partners: Our partners in the insurance industry recognize that we have opened up a new market to them. Many of our members were previously uninsured and would not be purchasing insurance without the PBN. These partners value our business and are willing to accommodate our members’ needs to a greater extent. • Blogosphere and online communities: There is intense information sharing among independent workers. Our own fully-featured online community, and our partnerships with social networking sites like MySpace, Meetup, and Twitter, let our members share information and advice. Financial Model - Describe the financial model for your innovation. What percentage, if any, of the total operating costs does earned income (from products, services, or other fees) represent? Working Today is paid fees for administration, determining eligibility, and marketing. We became self-sustaining in 2006, relying on foundation support only for new initiatives and research and development. Last year, 90% of total operating costs were covered by earned income.
Effectiveness - What has been the measurable impact of your project to date? How many people have benefited from your program in total? What policies, communities, or institutions have been influenced to make fundamental changes because of your work? • Current number of Freelancers Union members: 51,698
• Covered lives: 15,315 • National expansion: We currently offer health insurance plans in 31 states and offer life and disability insurance in 50 states. • Low-income population: 38% of PBN membership is low-income. • Percent previously uninsured: 64% of PBN membership was previously uninsured or on temporary coverage.
Scaling up Strategy - What is your priority for the next 3 years and please describe why. Working Today aims to have 250,000 members nationwide within three years. Given our current enrollment, this will mean we will cover 50,000 people with health insurance. We are pursuing aggressive membership growth because as membership increases, so too do our ability to design new products, negotiate with insurance carriers. This was our strategy in New York City, and we seek to build this way across the country.
Origin of the Initiative - Tell the personal story that will help people connect to your work. How did the initiative start? Was there a particular individual or event driving the idea? Tell the reader the story behind the innovation. Working Today began in 1996 to address the primary need of independent workers: the lack of affordable health insurance. As this was an immediate need, we initially set up an association plan: this was the most accessible way to begin offering insurance. Next, we realized that independent workers needed a reorganization of the social safety net, since the current one relies on a relationship with a single employer. To demonstrate a new model, we created a large group insurance plan.
Contact Information:
Sara Horowitz
Executive Director Working Today - Freelancers Union (non-profit) Discussions about this entry |

Thank you for your question. Working Today has expanded insurance access for independent workers by creating a new model for coverage. Launched in 2001, the Portable Benefits Network has grown rapidly in a short period of time: in the past year we’ve steadily added over 400 new enrollees each month. Our insurance products currently cover over 15,000 people, and we think that given enough time, our success will prove more than modest.
Working Today invests substantial resources in providing insurance: it is our primary activity. We serve as an intermediary for independent workers, allowing them to access group rates from insurance carriers. We offer member support throughout the application and claims processes. Our educational seminars help members make smart choices in the confusing insurance marketplace. We also do extensive outreach and marketing to let independent workers know they have an option besides expensive individual market plans and uninsurance. This group has been so long overlooked that many assume they have no alternative for affordable insurance.
Improving access to care begins with providing lower-cost insurance, but the next step is offering health care products that really meet health care needs. In this way, the information gathering and sharing conducted by Working Today is equally important to our mission. By paying attention to our members' concerns and analyzing actuarial data, we are now prepared to design better insurance products.
Our proposed innovation, new health insurance plan designs, is a new insurance proposition. We are building the Alternative Network as a first step to offering a full range of discounted health care services. The crucial difference between the Alternative Network and insurance companies' existing approaches is that we plan to cover the services that consumers use most. We believe that this is crucial to increasing coverage of the uninsured: we are adding value to health plans and making them more attractive to consumers. Many people who choose to forego insurance coverage do so because they see little value in a plan whose services they will use only if they become severely ill. We are reaching out to this segment of the uninsured population, until now largely overlooked, with our Alternative Network.
In the Alternative Network, members will supplement their basic insurance by selecting the discounted services most important to them. Allowing members to tailor plans to their needs ensures they can access services they really need, at a premium they can afford. At the same time, members will only pay for what they wish to use, not services they’d never elect. In this way we maintain low-cost premiums on plans that give high value in terms of care.
I appreciate the Changemakers Team's consideration and welcome further questions.
Best Regards,
Sara Horowitz
Dear Ms. Horowitz:
It is indeed laudable that your organization focuses on expanding insurance access for independently employed workers. So far, it seems that you have had modest success in doing so. It was a bit unclear what proportion of your activities actually focuses on insuring people, and what proportion is information gathering and sharing. Could you help our understanding by answering these questions as well as discussing what the proposed innovation would look like. Would it be more of the same work you have already done in increasing access? Or is it a new insurance proposition for covering independent workers?
We thank you in advance for your response!
Changemakers Team