The views and opinions expressed in this editorial article are those of the author and do not reflect the official policy or position of Salina Post or Eagle Media. The editorial is intended to stimulate critical thinking and debate on issues of public interest and should be read with an open mind. Readers are encouraged to consider multiple sources of information and to form their own informed opinions.
By: MAX WILBER
Leavenworth, KS
As an employee benefits advisor, I speak with Kansas business owners every day about healthcare. Rising costs, shifting regulations, and supply chain pressures aren’t abstract policy debates — they’re real decisions about how to continue caring for employees and their families.
My concern is not with reform itself. Reform is needed. But broad, one-size-fits-all approaches aimed at “cracking down” across the board risk creating unintended consequences for the very employers and families we’re trying to help.
Here’s what the real-world environment looks like.
Prescription drug prices continue to rise at an unsustainable pace. The U.S. Department of Health and Human Services reported that from 2022 to 2023, more than 4,200 drug products saw price increases, nearly half exceeding inflation. Brand-name medications can cost 30 to 60 percent more than generics, and certain specialty drugs run tens of thousands of dollars per year.
It’s no surprise that more than half of Kansans report worrying about prescription drug costs.
Employers often absorb these increases to shield employees from premium spikes and higher deductibles. Given the choice between reducing margins and shifting costs to their workforce, many choose to protect their people. But that model has limits.
The pharmaceutical supply chain is complex and highly concentrated. Drug manufacturers ultimately set list prices.
Pharmacies operate on thin margins. Employers, meanwhile, are trying to manage overall plan affordability while maintaining competitive benefits.
Pharmacy benefit managers sit in the middle of this system. Their role is to negotiate drug prices and administer pharmacy benefits on behalf of health plans. Performance varies. Many arrangements create real cost control, while others need more transparency and improvement.
That’s where the conversation should focus — not on eliminating tools outright, but on improving accountability, transparency, and alignment of incentives.
We’ve seen in other states how well-intentioned legislation can create uncertainty or unintended disruptions, particularly when policies are implemented broadly without fully considering employer-sponsored coverage structures. Kansas has an opportunity to take a more measured path.
Targeted reforms could include stronger transparency requirements, clearer reporting around pricing practices, enforcement of out-of-pocket caps for specialty medications, and policies that address cost-shifting in areas like oncology drugs. These types of measures go directly at affordability without destabilizing employer-sponsored plans or limiting access.
For Kansas families, healthcare costs aren’t theoretical. They show up in monthly budgets and long-term planning decisions. Rising prescription prices can mean trade-offs — fewer discretionary expenses, delayed savings goals, or difficult coverage decisions. In rural communities, access concerns are even more acute when local pharmacies struggle.
The goal should be simple: affordable medications, sustainable employer coverage, and a stable pharmacy network. That requires thoughtful policy that addresses root causes — particularly drug pricing — while preserving the flexibility employers need to design plans that work for their workforce.
When reform discussions accelerate, it’s important to ensure we’re solving the right problem. Kansas businesses and families need durable, practical solutions — not broad measures that may create new challenges while trying to fix existing ones.
Max Wilber is Senior Vice President of Christensen Group Insurance.
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